Notes

Chapter 1

1. This section refers to Tan Gongrong (2008:9–14). 2. In his textbook The Evolution of Management Thought, Daniel Wren

(1997) defines the history of management thought in four stages: early management thought; the scientific management era; the social man era; and the modern era. However, early management thought is not system-atic and cannot be abstracted into theories, and science of administration did not emerge at that time. For this reason this book rejects this era.

3. See for example, Yu and Feng 2010:8–15; Ding and Zhang 2007:113–117; Liang and Wang 2006:33–36; Ma and Yan 2009:157; Chen B. 2009:73–78; Li R. 2006:123; and Liu Y. 2009:28–29.

4. The year of publications given in this section refer to the first edition, not necessarily the books or articles the author cite as listed in the bibliography.

Chapter 2

1. Public administration is sometimes categorized into public management, but the mainstream in Western countries still classifies it into politics.

2. Cost function indicates pursuing the minimization of cost with a premise of fixed output; production function indicates pursuing the maximiza-tion of production with a premise of fixed input.

Chapter 3

1. This section only offers an introduction to the development of public administration, so the time span is from 1887 to the 1960s.

2. It will be discussed in detail that Dwight Waldo is an advocator of New Public Administration theory.

3. Scholars generally name the period from 1887 when The Study of Admin-istration was published to 1968 when the first Minnowbrook Confer-ence was held as the stage of Traditional Public Administration.

4. “Public affairs officers” are those people we always refer to as “adminis-trative staff,” “bureaucrats,” and “civil officials.”

N o t e s274

Chapter 5

1. Management (Guanli) and Administration (Xingzheng) often create confusion when being translated into Chinese. For example, Simon’s famous Administrative Behavior: A Study of Decision Making Processes in Administrative Organization is generally translated as “Guanli Xingwei” in Chinese. In fact, however, there are obvious differences between the two words. The original meaning of “administration” in Latin was to serve and hence later to govern; while the meaning of “management” was to control by hand. Therefore, the original intention of adminis-tration was to pay attention to services, while the original intention of management was to focus on control and results (Hughes 2003:3). Pub-lic administration is a type of activity aiming at serving the public that focuses on processes and how to turn policies into actions; while man-agement includes not only administration but also how an organization may achieve its goals and obtain maximum efficiency and results.

2. The “public administration” here refers to “traditional public administration.”

Chapter 6

1. His original name was David Ashworth and changed to Perri 6 in 1983.

Chapter 7

1. The Minnowbrook spirit first appeared in papers submitted to Minnow-brook III. It is a spirit that reflects on and criticizes current theories, allows and encourages new viewpoints, and advocates debates on aca-demic issues.

Chapter 8

1. For example: Public Administration and the Governance Process: Shift-ing the Political Dialogue (Wamsley, Wolf, and Goodsell et al. 1982), Refounding Public Administration (Wamsley et al. 1990), Refounding Democratic Administration: Modern Paradoxes, Postmodern Challenges (Wamsley et al. 1996), and Democracy and Public Administration: The Minnowbrook Perspective (Frederickson and Chandler. 1997) etc.

2. It refers to the adoption of privatization by the American government (the Reagan Administration) during the privatization movement.

3. During this period, the instrumental rationality school only consisted of Traditional Public Administration and Privatization theory.

4. It corresponds with some of the viewpoints of Maslow’s hierarchy of needs theory.

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Chapter 10

1. In the same year and 2004 and 2005, scholars also published on the sub-ject. For examples, Chapman 2003; Bentley, Kaye, and MacLeod 2004; and Chapman 2005.

2. In the same year, other scholars also published on the subject. For exam-ples, Blaug et al. 2006b; Blaug, Horner, and Lekhi 2006a; Cole and Parston 2006; and Cowling 2006.

3. See Cole and Parston 2006; Cowling 2006; Barber 2007; Erridge 2007; Alford and Hughes 2008; Alford and O’Flynn 2008; Charles et al. 2008; Coats and Passmore 2008; Constable, Passmore, and Coats 2008; Alford and O’Flynn 2009; Benington 2009; and Bozeman 2009.

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administrative decentralization, 183assumption about human nature,

9–10, 13, 18, 40, 43–44, 48, 51, 54, 57–59, 64, 87, 89, 95, 105, 111, 124–126, 132, 146–147, 151, 156, 174–175, 177, 181–182, 184, 194, 212–214, 221, 223, 225, 234, 251–252, 255–259, 269–270

Blacksburg Manifesto, 15, 187–189, 204

blend, 149, 256, 267. Compare division

collaborative government, 268cooperation, 52, 72–74, 79,

99, 108–109, 140–143, 146, 149–153, 170, 210, 229, 235, 237–238, 240, 258

coordination, 5, 46, 53, 56, 78, 80, 82, 135, 140–142, 146–153, 234, 237–238, 240, 258, 268

core value, 9–10, 13, 18, 29, 40–41, 48–49, 57–59, 64, 85, 87, 95, 98, 104, 111, 121, 123, 131, 144–146, 150–151, 154, 156, 172–173, 181, 184, 192, 204, 210, 221, 223, 225, 232, 245, 251–253, 255–256, 259, 267–268

democracy, 29, 37, 51, 53, 63, 91, 97–98, 132, 144, 147, 159, 170–171, 174, 182–183, 197, 204, 207, 209–211, 220,

222–223, 227, 234, 240, 247, 255, 257–258, 265–266

democratic administration, 5, 9, 14–15, 17–19, 20, 23, 26, 29, 51–54, 58, 156, 160, 171, 182–183, 177, 187, 189–194, 197, 199, 202–205, 209, 213–214, 218, 223, 252, 254–257, 260, 262–263, 265–267, 269

Denhardt and Denhardt, 5, 15, 31, 54, 91, 208, 210–217, 219, 221–223, 257

Denhardt, Janet V., 124, 139Denhardt, Robert B., 173, 214Denhardts, 5, 15, 17, 156,

208–211, 213–218, 220–221, 223

disciplinary orientation, 11, 48, 57–58, 96, 110–111, 131, 134, 152, 182, 184, 202, 222, 238–239, 253, 255, 258–259. See also disciplinary positioning

disciplinary positioning, 9, 11, 13, 18, 40, 47, 57, 59, 64, 93, 95, 110, 129, 150, 156, 179, 202, 217, 223, 237, 247, 251–252, 254. See also disciplinary orientation

division, 9, 39–40, 58–59, 72–73, 82–83, 90, 144, 153, 189, 192, 203, 208, 223, 266–269. Compare integration

efficiency, 3, 5, 8, 12, 18, 23, 26, 28–31, 36–38, 41–42, 44–45,

Index

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efficiency (Continued) 47–48, 54–56, 58, 62, 65, 71–72, 74, 76–77, 79, 85–87, 89–91, 93–99, 102, 104–106, 109–110, 113–115, 117–127, 129–137, 140, 144–145, 150–151, 153–155, 157, 159, 172–173, 175, 179, 181–182, 184–185, 190, 204, 210–211, 213, 215, 220, 223, 227, 240, 243–244, 247, 253–254, 256, 260, 262–263, 265–266, 269

empirical analysis, 90, 107, 111

fairness, 28, 31, 50–51, 56–58, 88, 132, 147, 153–154, 173, 181, 231, 258, 265–268

governance, 4, 6, 8–9, 11, 15–20, 23, 26, 28, 41, 44–45, 48, 54, 57–59, 110–111, 116, 126, 132, 139–155, 167, 169, 171, 180, 187–188, 192, 195–197, 199–200, 202–204, 209, 211–212, 216, 218, 220–223, 225–227, 230, 234, 236–240, 245–248, 252, 255, 257–262, 265–266, 268–269

helmsman, 18, 45, 108, 111, 129, 131, 149, 208, 215

holistic governance, 8–9, 16–20, 23, 28, 41, 44–45, 48, 58–59, 126, 139–155, 203, 227, 234, 238, 252, 257–258, 260–262, 265–266, 268–269

Hood, Christopher, 15, 17, 116–117, 267–268

instrumental rationality, 1, 8–9, 14–17, 20, 23, 27–28, 30, 32–48, 54–55, 58–59, 61, 85, 90–91, 97–101, 104, 111, 113, 116, 121, 123–124, 127, 132, 134–137, 142, 144, 146,

148–155, 162, 173, 179–181, 184, 192, 197, 203, 205, 209, 211, 214, 218–219, 221–223, 225–226, 236, 239, 242–243, 245–247, 252, 255–271. Compare value rationality

integration, 7, 9, 32, 38, 59, 74, 105, 121, 139–142, 148–149, 151–152, 154, 171–172, 223, 225–226, 239, 245, 247, 252, 257–260, 263, 266–270. Compare division

integrator, 18, 148–149, 152, 199, 203, 258

joined-up government, 268

Keynesianism, 68, 101, 125, 129, 254

management science, 6, 18, 26, 81, 95, 97, 110–111, 131, 196, 255–256, 264

market mechanism, 134–135, 197–198, 233

matrix model, 183methodology, 2, 9–11, 13, 18,

39–40, 44, 48, 55, 57–59, 64, 89–91, 95–96, 99, 107, 111, 126–127, 131–133, 147–148, 152, 156, 177, 180, 182, 184, 197, 214, 221, 223, 226, 235, 246, 251–253, 255–259

Moore, Mark H., 16–17, 156, 225, 228–233, 237–239, 241–243, 248, 268

neo-Durkheimianism, 44, 148, 152, 258

networked governance, 225–227, 230, 234, 236–237, 239–240, 245–247, 259, 265, 268

new organizational theory, 183new public administration, 4–6, 9,

14–16, 18–20, 23, 29, 49–54,

I n d e x 295

58, 101, 111, 123, 126, 131, 137, 151, 139, 151, 154, 156–163, 171–184, 191–192, 194, 197, 199, 202–205, 209, 213, 223–224, 226, 236, 242, 245, 247, 252–256, 259–260, 262–267, 269

new public management, 4–6, 8–9, 14–15, 17–20, 23, 28, 41, 44–45, 47–48, 57–59, 86, 101, 110–127, 129–137, 139–140, 142, 144–155, 164–166, 169, 171–172, 174, 191, 205, 207–209, 211–212, 214–216, 219, 221–223, 229, 234, 236, 239, 243–245, 252, 254, 256–258, 260, 262–264, 266, 268–269

new public service, 4–6, 9, 15–20, 23, 29, 51, 54, 58, 139, 142, 154, 156, 207–224, 226, 236, 238, 242, 245–247, 252, 256–257, 259–263, 267, 269

Ostrom, Vincent, 5, 15, 17, 26, 53–54, 83, 85–86, 156, 187, 189–190

paradigm, 4–7, 10, 12, 26, 40, 75, 119, 129, 137, 139, 183, 189–190, 227–228, 239, 242, 244, 268

pendulum movement, 12, 14, 17, 19, 39, 77–78, 100–102, 111, 115–116, 123, 126–127, 129, 131, 137, 142, 146–148, 150, 153–155, 162, 184, 192, 205, 209, 222, 224, 226–227, 251–261

performance, 7, 10, 18, 28, 41–43, 57, 70, 74, 82, 104–108, 110–111, 116–123, 125–126, 129–131, 133–137, 141, 143–144, 151, 164, 166–168, 171–172, 174, 184, 193, 211,

228, 230–232, 236, 241–245, 257, 266, 269

Perri 6, 16, 139–142, 144–149, 151–154

political science, 3, 25–26, 29–30, 45, 47–51, 57, 64–66, 70, 94–99, 119, 130, 158, 161, 164, 182, 188, 202, 242, 264, 266

politics-administration dichotomy, 4, 6–7, 20, 25–27, 37, 39, 42, 46–50, 63–66, 69–70, 77, 83, 87, 90–91, 94, 96, 98, 121, 178, 182–183, 202, 269

positive analysis, 18, 131, 202principal-agent theory, 107,

114–115, 126, 255privatization theory, 9, 14–15,

19–20, 23, 45, 57, 101, 105, 110–112, 114, 121, 125–127, 129, 131, 137, 149, 151, 155, 172, 187, 208, 212, 215–216, 219, 222, 252, 255–256, 260–266, 269

public choice theory, 107, 114, 116, 118, 124, 126, 137, 190, 255

public spirit, 8, 23, 49, 54, 57–58, 65, 88, 97, 132, 176, 181–182, 184, 211–212, 233, 237, 265, 270. See also publicness

publicness, 7, 21, 27, 29, 44, 49–50, 95, 97, 156, 173, 180, 184, 226, 247, 254, 259, 266. See also public spirit

public-private partnership, 14, 16, 108–109, 268

rational economic man, 18, 105–106, 111, 124, 127, 131, 221, 256–257, 270

rationality, 1, 4, 8–9, 12, 14–20, 23, 27–28, 30, 32–51, 53–59, 61, 64, 66, 75–77, 84–85, 87–91, 97–101, 104, 111, 113–114, 116, 121, 123–125, 127, 132, 134–137, 144, 146–157,

I n d e x296

rationality (Continued)162, 172–173, 177, 179–185, 187, 189, 191–192, 197–198, 202–203, 205, 207, 209–211, 214, 218–219, 221–227, 232, 234–236, 239, 242–243, 245–247, 251–252, 254–271. See also instrumental rationality and value rationality

role of government, 57, 59, 101, 226, 229–230, 236–237, 241, 246, 251, 256

scientific management, 2–4, 6–8, 14, 16, 30–31, 37–38, 47–48, 52, 64, 69–77, 81, 86–87, 89–90, 98–99, 137, 174, 218, 243

serving, 2, 15, 17, 26, 54, 117, 144, 154, 208–210, 213, 218–219, 221, 223, 260

social man, 2, 52, 126, 146–147, 247, 257, 260, 270

steering, 15, 17, 54, 108, 118, 127–130, 208–210, 219, 244, 255

steersman, 18, 127, 131, 133, 149

theory of bureaucracy, 36, 75–77, 86traditional public administration,

3–4, 6, 8–10, 14, 16–18, 20,

23, 26, 28, 30, 41, 45, 50, 53, 58–59, 61, 77–78, 80, 83, 85–89, 91–93, 95–100, 105, 107, 110–111, 114, 116, 120–127, 129–132, 137, 144–145, 149–152, 155, 162, 172–175, 177–179, 181–182, 184, 193, 208, 210–212, 215–216, 219, 222, 229, 234, 236, 239–239, 243–245, 252–255, 259–260, 262–266, 269

transaction cost theory, 107, 114–115, 126, 255

value rationality, 1, 8–9, 12, 14–16, 19–20, 23, 27–28, 30, 32–40, 44, 49–51, 54–58, 97–98, 100, 111, 116, 127, 132, 135–137, 142, 146–147, 149–157, 162, 172, 177, 180, 184–185, 187, 189, 191–192, 197, 203, 205, 207, 209–210, 214, 218, 221–223, 225–227, 232, 236, 239, 243, 245–247, 251–252, 254–271. Compare instrumental rationality

Weber, Max, 7, 16, 27–28, 32–36, 39, 47, 55, 74–77, 81, 86–92, 129, 147