I. What is Public Administration and its perspectives?Given that there have been several immerging meanings defining what Public Administration is, these would simply mean that the concept of this field has a wide account of discussions. However, I would like to simply define this field as the democratic way of implementing policies, services, and procedures made solely for the interest of the people and for the establishment of programs and projects which lead to the development of the countrys economic status and its physical structure. With this, it expresses that Public Administration attends to the demands of services of the states people and their rights to achieve a growing economic status and a peaceful and convenient place to live in.On the other hand, to further explain and support my claim of what Public Administration is, Dwight Waldo, an American political scientist, claimed that Public Administration has dual usages. According to him, Public Administration is perceived to be as a field of practice and a field of study. Waldo keenly invoked that PA is an activity or process of administering public affairs and carrying out governmental functions. He supported this by citing some of PAs practices like enacting laws, making decision on the best policy concerning an issue, formulating the Medium Term Philippine Development Plan (MTPDP), maintaining peace and order, processing of claims, building roads and bridges, issuance of license, and setting standard processes. Meanwhile, PA as a field of study or discipline is concerned with discovering and advancing theoretical and practical knowledge in the field using scientific methods and other social sciences use (Waldo, 1955). Examples of which are how a policy is made and implemented, the interrelationship between government institutions, human resource development, impact of environmental regulation on communities and economic activities, the behavior and attitude of public officials as the perform their official duties, leadership styles of public managers, mechanisms adopted by poverty-focused programs, and the relations of government and the citizens.Perspectives of Public Administration1. Public Administration as ManagementPublic Administration as management tells that PA is geared toward the maximization of effectiveness, efficiency, and economy. 2. Administration as Organization

3. Public Administration as Politics

II. Classical Theories in Public Administration

1. Scientific Management TheoryFrederick Winslow Taylor, an American Mechanical Engineer and regarded as the father of scientific management, is the prime advocate of the Scientific Management Theory. His idea of the said theory originated from his desire to improve and develop efficiency of working towards a greater productivity and outputs. Along with this, he had initiated several workplace experiments to determine different best performance levels. He started his experiments with his concept of shovel design (i.e. time studies) where it allows workers to render overtime just to increase their produce. Also, Taylor had concepts about bricklayers (i.e. motion studies) wherein he customized various motions required and developed an efficient way to lay bricks. These "time and motion" studies had led Taylor to conclude that workers work more efficiently than others if they are motivated to be paid more when they could have as many productions. From these workplace experiments, Taylor then developed the four principles of scientific management. These principles are also known simply as "Taylorism".Thus, according to Taylor, in order for the organization to become successful in terms of its productivity, he recommended that the management should establish specific work targets, compensate workers for the tasks and goals met, and provide regular feedback. Though the theory has left helpful guides on how to run an organization, the problems along with Taylorism concepts should not be neglected. Among the weaknesses in the said theory are: 1. Exploitation of WorkersTaylor's Scientific Management put unnecessary pressures on the employees to perform the work faster. Importance was given to productivity and profitability. This resulted in exploitation of the employees. Therefore, many employees joined trade unions. This also resulted in mistrust between management and employees.2. Problem of Unity of CommandTaylor used functional foremanship. So, the workers have to report to eight bosses. This breaks the principle of unity of command, where the workers have to report to only one boss. Lack of unity of command can create confusion and chaos in the organization.3. Mechanical ApproachTaylor's approach was a mechanical approach. He gave too much importance to efficiency. He did not consider the human element. Taylor considered workers as robots, which could speed up the work at any cost.4. Problem of Separation of Planning from DoingTaylor said to separate planning from doing. In reality, we cannot separate planning from doing. The planners should also be engaged in doing, and then only they will be able to make realistic plans for the organization.5. Individualistic ApproachTaylor's scientific management gives too much importance to individual performance and not to group performance. However, the success of an organization depends not only on individual performance of workers, but also on group performance of workers.6. Wrong AssumptionsTaylor assumed that workers are motivated only by financial gains. However, in reality, workers are motivated not financial incentives but also by social needs and personal egos.7. Narrow ApplicationTaylor's scientific management has narrow application. It can be applied only when the performance of the workers can be measured quantitatively. It can be applied only for factories where the performance can be measured quantitatively. It cannot be used in the service sector because in this sector the performance of a person cannot be measured quantitatively.2. Administrative Theory of Management

Henri Fayol is a French mining engineer and a management theorist. He is the first management thinker who provided the conceptual framework of the functions of management in his book Administration Industrielle et general. Due to his contribution to management theory and principles, he is regarded as the Father of Modern Management Thought. According to Fayol management, is simply the art of planning, organizing, staffing, commanding, coordinating and controlling.Fayols Administrative Theory of Management has contributions in various aspects of management like the Principles of Management. These 14 principles of Fayol have guided Public Administrators on how to run an organization. By which according to him, management should be viewed as a profession that can be trained and developed and he even emphasized that there is broadness of the making of policies of top level managers ( top down approach). Lastly, this theory Offers a universal managerial prescriptions.

Nonetheless, this theory is as not perfect as what anyone else thinks, it also has several limitations wherein sometimes affecting the performance of the organization if not controlled. Some of its weak points in are: 1. Management Oriented Theory: The administrative management theory is management oriented. It does not give much attention to the problems of the workers.2. Lack of Importance to Informal Organization: The administrative management theory does not give any importance to informal organization or groups. It gives importance only to the formal organization structure.3. Concepts Borrowed From Military Science: Some of the concepts of administrative management theory were borrowed from military science. They tried to apply these concepts to the social and business organizations. For e.g. Henri Fayol gave importance to "commanding" and not "directing" the workers.4. Mechanical Approach: The administrative management theory has a mechanical approach. It does not deal with some of the important aspects of management such as motivation, communication and leading.

3. Bureaucratic Theory

Max Weber is a German political economist and sociologist who had proposed a different Principles and Elements of Management than those proposed by Taylor and Fayol. These principles and elements of management describe an ideal or pure form of organizational structure. According to him, through Bureaucracy, organizations will be guided with optimal form of authority - rational authority which comes in three forms. These are: 1) Traditional Authority - past customs; personal loyalty; 2) Charismatic Authority - personal trust in character and skills; 3) Rational Authority - rational application of rules or laws.Aside from the said principles and elements projected by Weber, he also has categorized Bureaucracy into four principles which are:Principle 1: In a bureaucracy, a managers formal authority derives from the position he or she holds in the organization. Authority - the power to hold people accountable for their actions and to make decisions in reference to the use of organizational resources. (Textbook / Contemporary Management - 6th Edition) In todays business models, this type of theory is not very common. Nowadays, we see more of an informal authority approach in which there is personal expertise, technical knowledge, moral worth, and the ability to lead and to generate commitment from subordinates, without the use of this absolute power from one individual. Principle 2: In a bureaucracy, people should occupy positions because of their performance, not because of their social standing. Some organizations and industries are still affected by social networks in which personal contacts and relations, not job-related skills, influence hiring and promotional decisions. (Textbook / Contemporary Management - 6th Edition) The old ways, of not what you know, but who you know, are still around in todays society, but it can only get you so far. In todays business world, what you know and educational knowledge, play a very important part in moving up the corporate latter and being able to maintain a managerial position requires the utilization of staying current on up to date techniques and information. Principle 3: The extent of each positions formal authority and task responsibilities, and its relationship to other positions in the organization should be clearly specified. When the task and authority associated with various positions in the organization are clearly specified, managers and workers know what is expected of them and what to expect from each other. (Textbook / Contemporary Management - 6th Edition) Most organizations should and are clearly defining task and position responsibilities. Job descriptions should include all facets of an employee held position. Clarification of ones job expectations is essential for all five business functions in order to manage and maintain a high level, and measurable level of success for all organizations. Principle 4: Authority can be exercised effectively in an organization when positions are arranged hierarchically, so employees know whom to report to and who reports to them. Managers must create an organizational hierarchy of authority that makes it clear who reports to whom and to whom managers and workers should go if conflicts or problems arise. (Textbook / Contemporary Management - 6th Edition) Todays business models utilize the initiative factor in which employees are given the ability to act on their own, without direction from a superior. This empowerment of employees relieves the stress of constant supervision and allows supervisors and managers to concentrate more on other administrative duties. The balance between a vertical and horizontal organizational structure is more widely used in todays business models.The application of this theory in modern workplace include: 1) large organizations guided by countless rules are bureaucracies; 2) linked with inefficient, slow-moving organizations; and 3) organizations have several characteristics of bureaucracies.Nevertheless though advantages and benefits from adopting this theory are specifically determined like offering particular Rules and Procedures, Duties and Responsibilities, Selection process and promotion procedures, and Division of labor, it has still downsides by which it lead to inefficiency when implemented. These are: 1) the system suffers from too much of red tape and paper work; 2) employees do not develop belongingness to the organization; 3) some strict rules and regulations which treated the employees like machines and not like individuals are implemented; and 4) employees become so used to the system hence they resist to any change and introduction of new techniques of operations.

III. Governance and its AttributesGovernance has been widely used in different field of studies by which it gains a lot of perceptions, meaning, and concepts. To understand well the underlying meanings of governance it is just right to look at the meanings named from several organizations and experts.First according to World Bank (1992) governance is a method through which power is exercised in the management of a countrys political, economic, and social resources for development. The World Bank's focus on governance reflects the worldwide thrust toward political and economic liberalization. Such a governance approach highlights issues of greater state responsiveness and accountability, and the impact of these factors on political stability and economic development.The working definition used by the British Council, however, emphasizes that "governance" is a broader notion than government (and for that matter also related concepts like the state, good government and regime), and goes on to state: "Governance involves interaction between the formal institutions and those in civil society. Governance refers to a process whereby elements in society wield power, authority and influence and enact policies and decisions concerning public life and social upliftment.""Governance", therefore, not only encompasses but transcends the collective meaning of related concepts like the state, government, regime and good government. Many of the elements and principles underlying "good government" have become an integral part of the meaning of "governance". The contribution of Goran Hyden Governance is a conceptual approach where he defined governance as : 1) concerning "big" questions of a "constitutional" nature that establish the rules of political conduct; 2) involving creative intervention by political actors to change structures that inhibit the expression of human potential; 3) a rational concept, emphasizing the nature of interactions between state and social actors, and among social actors themselves; and 4) refers to particular types of relationships among political actors: that is, those which are socially sanctioned rather than arbitrary.To conclude, it is clear that the concept of governance has over the years gained momentum and a wider meaning. Apart from being an instrument of public affairs management, or a gauge of political development, governance has become a useful mechanism to enhance the legitimacy of the public realm. It has also become an analytical framework or approach to comparative politics.

Eight Attributes of Good GovernanceThere are eight specified elements of good governance. These are: 1) rule of law; 2) transparency; 3) responsiveness; 4) consensus oriented; 5) equity and inclusiveness; 6) effectiveness and efficiency; 7) accountability; and 8) participation.To achieve our aspiration to have good governance, first, there should be a strict compliance with the rule of law. This element pertains to the observance of fair legal frameworks that are enforced by an impartial regulatory body (i.e. legislative body) in order to give an optimal protection of the nation- the people.Secondly, transparency should also be taken into account because it has a great influence on the way they judge a certain administration in the future. Through this means, information should be provided in easily understandable forms and media and that it should be openly available and directly accessible to those who will be affected by governance policies and practices, as well as the outcomes resulting therefrom; and that any decisions taken and their enforcement are in compliance with established rules and regulations.Third attribute is responsiveness. It suggests that consultation to understand the different interests of stakeholders in order to reach a broad consensus of what is in the best interest of the entire stakeholder group and how this can be achieved in a sustainable and prudent manner.Next is equity and inclusiveness. In here, the organization provides the opportunity for its stakeholders to maintain, enhance, or generally improve their well-being provides the most compelling message regarding its reason for existence and value to society.Another is effectiveness and efficiency. From this view, good governance means that the processes implemented by the organization to produce favorable results meet the needs of its stakeholders or participants, while making the best use of resources human, technological, financial, natural and environmental at its disposal.The last two elements are accountability and participation. Accountability is a key principle of good governance. It requires that in every action documented in the policy statement, there should ones who will get accountable. It simply means that an organization is accountable to those who will be affected by its decisions or actions as well as the applicable rules of law. Meanwhile participation means the active involvement of both men and women, either directly or through legitimate representatives, is a key cornerstone of good governance. Participation includes freedom of expression and assiduous concern for the best interests of the organization and society in general.

Case DigestSituation:Mr. Y, the LCE of LGU X, is disgusted with the result of evaluation of a commissioned group regarding the quality of services delivered by the agency. Most of the agencys clients disclosed their dissatisfaction on the performance of the LGU due to the following problems encountered in the process of getting the LGU services:a) There is so much delay in getting the services due to vagueness of procedures;b) Absence of flow charts that would guide the clients to get the services they needed;c) There is palakasan in the process of getting the services in the system; andd) Majority of the frontline service providers do not follow the rules and policies governing the operation of the public agency.Concerning the above concerns, Mr. Y met the different Department Heads and section chiefs to present and discuss the problems. A committee was formed to study the problems and was given 5 days to design a working paper to the same group, one recommendation was to hire a Consultant to help improve the delivery system of the LGU.

Questions:1. Suppose you were chosen as the Consultant of the LGU, name and discuss at least two theories that would guide you to understand and recommend solutions to the problems stated above.To effectively resolve the glitches that make the LGU X unpleasant towards its clients, the chosen Consultant should at least make an assessment first to determine the underlying reasons which cause the occurrence of problems as mentioned above. If I will be the consultant, the theories which I think that definitely would help me are the Bureaucratic Theory and the Human Relations and Behavioral Science Theories.I really perceived that the Bureaucratic approach suggested by Weber will resolve the issues of vagueness of procedures, the absence of flow charts that would guide the clients to get the services, palakasan in the process of getting the services in the system, and the practice of frontline service providers in not following the rules and policies governing the operation of the public agency. The principles of the said theory are helpful in addressing the said problems because its concepts strictly employ well-defined implementation of rules and regulations, high degree of division of labor and specialization, and a well-defined hierarchy of authority. Also the principle of rationality, objectively and consistency will firmly guide the employees in carrying out their functions as public servants of LGU X. Besides, this approach also provides every organization a given methods to be followed by the employees in doing their works.Meanwhile, just to strengthen the effectiveness of bureaucratic theory in addressing the issues, it would be better if it shall be married with the concepts of the Human Relations and Behavioral Science Theories. So, the application of Human Relations and Behavioral Science Theories suggest that though the concept of the first theory is quite stricter in its principles, the impact of making changes in the agencys culture while resolving the issues will not be hard for the employees to follow. It is in a sense that these theories still recognize the importance of individual or group behavior and emphasized human relations. Based on the Hawthorne experiments, these approaches emphasized social or human relationships among the operators, researchers and supervisors (Roethlisberger and Dickson, 1943). It was argued that these considerations were more consequential in determining productivity than mere changes in working conditions. Productivity increases as a result of high morale and the workers willingness to change their malpractices is influenced by how the managers deal with them. Ultimately, it is still would be more effective and efficient if the principles of the modern theories of management will also be applied in resolving issues.

2. Identify and explain four specific concepts/principles that would help you design policies and activities to enhance the delivery system of the LGU.Part 1 Basic Management Functions Management ActivitiesSatisfy varying entitiesDealing with emergenciesPurchasingRecruitment

Accounting Management ActivitiesTraining PlanningNegotiatingSalesDealing with regulatory officials Basic Management ActionsIdentify what is needed or has to be doneOrganize resourcesMonitor performance and task completionPlan ahead for future requirementsDeal with any problems that arise Functions of Management ActionsTarget settingProblem solvingLeadershipTeam buildingDealing with emergencies

Management FunctionsControllingDirectingOrganizingPlanningStaffing

Management FunctionsControlling Establishing standards based upon objectivesMeasuring and reporting performanceComparing the twoTaking corrective/preventive actionDirecting

DirectingMotivationCommunicationPerformance appraisalDisciplineConflict resolution

OrganizingDivision of laborDelegation of authorityDepartmentalizationSpan of controlCoordination

PlanningVisionMissionObjectivesGoals

StaffingRecruitingSelectingHiringTrainingRetraining

Part 2 Characteristics of a Good Manager

Importance of Knowledge of SelfIdentity, who are we and what do we aspire to become?New information, what else do we need to know?Relationships, who else needs to be here to work with us?Professional Skills Required of Managers Intellectual skillsTechnical skillsEthical skillsInteractive skillsEmotional skillsIntellectual skillsLogical thinkingProblem solvingTechnical skillsMotor performance at various tasksEthical skillsDefine right from wrong

Interactive skillsCommunicate intelligently and create an atmosphere that facilitates communicationEmotional skillsAbility to identify and handle ones feelings

Most Threatening Unresolved IssuesPoor communicationDeveloping peopleEmpowermentLack of alignmentEntitlementBalancing work and personal lifeConfronting poor performanceCoaching senior managementCross-functional strifeFascination with programsSeeing Decisions Through Identify objectivesAnalyze relevant factorsConsider all alternativesSelect the best optionImplement the decisionEvaluate the results

Management Style and LeadershipOrganizationSituationPersonal valuesPersonalityChance

Self-Development MethodsObservationReflectionGuided readingsVisits / attachmentsSeeking feedbackSeeking challengesPresentationsChairing meetingsPrepared packages

Part 3 Strategic Planning Strategic planning must complement strategic thinking and acting. Strategic Planning SWOT AnalysisStrengthsWeaknessesOpportunitiesThreatsStrategic PlanningWhere are we going? MissionHow do we get there?Strategy

What is our blueprint for action?BudgetsHow do we know if we are on track?ControlMission statementMandates statementS-W-O-TStrategic issues (goals ideal future)StrategiesVision of successStrategiesPractical alternativesDreams, VisionsBarriersMajor proposalsMajor activitiesSpecific steps Strategic PlanningStrategiesStaffing plansFinancial plansTimelines / responsible personsVision of SuccessMissionBasic philosophy and core valuesGoals, if establishedBasic strategiesPerformance criteriaImportant decision rulesEthical standards expected of all employeesEnvironmentStabilityComplexityMarket diversityHostilityCompetition Planning Should Lead to ProgrammingReal strategists get their hands dirty digging for ideas and real strategies are built from the occasional nuggets they uncover. Involve Others Throughout the OrganizationThe cascade of information should not just flow downward Important that it not be a top down only processInvolve Others Throughout the OrganizationArm all workers with strategic information allowing to do their job betterProvide universal ownership for problems and opportunities

Part 4 Project Management Failure of Organizations in Developing ProjectsLack of focus and attentionInability to cope with different project characteristicsFeelings of being used/exploitedLack of project experienceInability to cope with different project characteristicsNew relations with other departmentsTighter time and budget pressureUse of different methods and toolsDifferent reporting structure to managementModern Project Management ProcessDevelop ideas and proposals for projectsProject approvalProject kick-off and startProject monitoring, reporting, and managementProject end or termination Project Management 10 CommandmentsConcentrate on interfacingOrganize the project teamPlan strategically and technicallyRemember Murphys Law Identify project stakeholdersBe prepared to manage conflictExpect the unexpectedListen to intuitionApply behavioral skillsFollow up to take corrective actionDeveloping a Project Management Body of KnowledgeBasic project management functions:Scope managementQuality managementTime managementCost management Integrative project management functions:Risk managementHuman resources managementContract / procurement managementCommunications managementFour Principles of Quality ManagementCustomer satisfactionThe P-D-C-A cyclePlanDoCheckActManagement by factRespect for peopleProject ImplementationIdentify project and non-project workChecklist of issuesProject meetingsStandardize reporting on the project

Part 5 Problem Solving TechniquesProblem SolvingRisk assessment and managementHuman resourcesShortagesEquipment failureMaterial supplyWars/riotsGovernment policy new requirementsFinance -cost of borrowing changesClient customer relations bankruptcyClimate weatherSix Step Model for Problem SolvingDefine the problemIdentify the criteriaWeight the criteria (vary in importance)Generate alternativesRate each alternative on each criterionCompute the optimal decisionDecision Steps for Problem AnalysisClassifying the problemDefining the problemSpecifying the answer to the problemDeciding what is right rather than what is acceptableBuilding into the decision the action to carry it outTesting the validity and effectiveness of the decision against the actual course of events

The Creative CycleGermination -> creationAssimilation -> internalizationCompletion -> finalization, closureBasic Management Principles

Part 6 Continuous Quality Improvement (CQI)Origins of TQM, CQIThe elements of total quality management or continuous quality improvement have been attributed to W. Edwards Deming; however, Deming attributes the concept to Walter Shewart at Bell Laboratories. Deming nevertheless applied the principles to a wide range of management situations.Elements of CQIPhilosophical elementsStructural elementsHealthcare specific elementsPhilosophical Elements of CQIStrategic focusMission, values, objectivesCustomer focusPatient, provider, payerOutcomes of careSystems focusData driven processOrganizational learning

Structural Elements of CQIProcess improvement teamsSeven toolsParallel organizationTop management commitmentStatistical analysisCustomer satisfaction measuresBenchmarkingRedesign of processes from scratch

Seven toolsFlow chartsCause and effect diagramsCheck sheetsHistogramsPareto chartsControl chartsCorrelational analysisHealth Care Specific Elements of CQIEpidemiological studiesGovernance processesQuality assurance, pharmacy and therapeutics committees, peer reviewRisk adjusted outcome measuresCost-effectiveness analysisQuality assurance data and techniquesRisk management dataReasons for Implementing CQIFoundation for organization transformation and renewalGovernment and patients see lack in quality, cost, and access in healthcare issues Helps to define qualityEstablishes measures of customer satisfactionImprove upon measuresHelp for managing costs and increasing profitabilityCQI Perception ShiftsLeading vs. Managing Coaching vs. ControlQuality -> QuantityOpen to change vs. Resistance to changePeople as a resource vs. People as a commoditySuspicion vs. TrustCommitment vs. ComplianceCustomer focus vs. Internal focusTeam vs. IndividualPrevention vs. Detection 7 Deadly Diseases Impeding American Quality TransformationLack of constancy of purposeEmphasis on short-term profitsPersonal review systemMobility of managementRunning a company on visible figures aloneExcessive medical costs for employee healthcare, which increase the final cost of goods and servicesExcessive cost of warranty, fueled by lawyers who work on contingency fees

CQI Process FeedbackPlanActDoCheckCQI and SupervisionTrainingRemove barriersCreate pride producing environmentShow workers how they fit in the processStress qualityHelp improve the worker

Part 7 Managing ChangeChange and Chance of Success75% of change products do not work! Change ConceptsChange is a natural phenomenonChange is continuous and ongoingSurvival and growth are dependent upon adaptation to changing environment

Change ConceptsEnvironment can be and is influenced and shaped by the decisions and actions of the organizationLearning from experience is essential for adaptation and changeIndividuals and organizations change in both common and unique directions

Change Affects:StructuresChains of commandResponsibility limitsIncentive systemsCompany culture and valuesRequired SkillsKnowledge of product, technology, and processesKnowledge of development modelsKnowledge of organization of development activityAbility to work toward long-term goalsAffecting ChangeAbility to motivate peopleEmpowerNon-threateningFacilitativeObtain involvement Obtain commitment

3. Identify and explain at least two strategies to enhance employee behavior in promoting quality performance of the LGU delivery system? Priority Recommendation Activities:1. Conduct a regular meeting to thresh out issues and problems affecting the delivery of services of the organization 1. Make a flow chart or a citizens charter that would guide clients on how to access their needed services1. Reorganize / restructure the organizationApplicable Laws on the Problems:RA 9485 (Anti Red Tape Act of 2007)Section 6. Citizens Charter - All government agencies including departments, bureaus, offices, instrumentalities, or government-owned and/or controlled corporations, or local government or district units shall set up their respective service standards to be known as the Citizen's Charter in the form of information billboards which should be posted at the main entrance of offices or at the most conspicuous place, and in the form of published materials written either in English, Filipino, or in the local dialect, with these details:(a) The procedure to obtain a particular service;(b) The person/s responsible for each step;(c) The maximum time to conclude the process;(d) The document/s to be presented by the customer, if necessary;(e) The amount of fees, if necessary; and(f) The procedure for filing complaints.

Section 11.(b) Grave Offense Fixing and/or collusion with fixers in consideration of economic and/or other gain or advantage.Penalty - Dismissal and perpetual disqualification from public service