public administration module 2

1. MODULE-2
PUBLIC ADMINISTRATION vis-à-vis
PRIVATE ADMINISTRATION
PROF. JASON IGLESIA CAMA

2. LEARNING
OBJECTIVES
1. Compare and Contrast the fundamental
differences between Public and private
administrations; theorist and practitioners .
2. Discuss the commonalities between
private and public administration.
3. Develop a stand on the question on
which is the better administration;
4. Explain the reasons why there is a
diminishing line of partition between public
and private administration
5. Develop an appreciation and
consciousness of the private-public
administration partnership.

3. introduction
 there are two leading schools of thought regarding
public and private administration ( Murray, 1975 ;
Levine 1988). The classical view holds that public and
private administrations are poles apart, “ separate but
equal ( Murray 1975) and if they have similarities,
these are negligible and only in their unimportant
respects ( Allyson 1994; mathiasen 1984).
 Weller 1993 enumerate factors disguising public
administration from private administration legislative
controls , political demands, inability to determine the
bottom line and the pressures for equity and justice all
meant that the forces on PA were different. Other
literature adds that the criteria of political decisions
are based on compromise, consensus and
democratic participation. These are quite different
from the private sector objectives of efficiency,
rationality and profit or product maximization ( Murray
1973).
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4.  there is a difference in the formal training settings, according to Nowell 2009. the proper
training for management in the public sector takes place in the Master of Public Administration
programs. Conversely the standard training for leadership in the private sector takes place in
Master of Business administration programs.
 the most important question is the comparison areas ( Murray 1975). He then proceeds to give
a list divided in two parts: The substantive areas of contrast and the procedural activities in
management. In the first area, he lists the context of decision making. Profit vs politics , how
objectives are measured, the question on which one is better, and the differences between
government and business attitudes . Under the second part , he lists the following: the
accountability , factor, evaluation techniques, the criteria for decision making, personal systems
, planning and the efficiency question.
 Allison 1979 presents two orthogonal lists by which private and public administrations could be
compared. The first is that by Dunlop ( in Allison 1979), where there are ten ways by which the
comparison could be made: time horizon, duration of appointees, measurement of
performance, personal constraints equity and efficiently , publicness, role of the media,
persuasion and direction, legislative and judicial impact and bottom line.
 Neustadt (Allison 1979) give six bases of comparison: time horizon, authority and enterprise
career system, media relations . Performances measurement and implementation. It is from this
list that we draw the following discussions:
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5. 20XX presentation title 5

6. primary goals

7. quarterly performance
- 1.0 2.0 3.0 4.0 5.0 6.0
Q4
Q3
Q2
Q1
Series 1 Series 2
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8. areas of growth
B2B SUPPLY CHAIN ROI E-COMMERCE
Q1 4.5 2.3 1.7 5.0
Q2 3.2 5.1 4.4 3.0
Q3 2.1 1.7 2.5 2.8
Q4 4.5 2.2 1.7 7.0
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9. RICHARD BRANSON
“Business opportunities are like buses.
There's always another one coming.”
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10. meet our team
TAKUMA HAYASHI MIRJAM NILSSON​ FLORA BERGGREN​ RAJESH SANTOSHI
president chief executive officer chief operations
officer
vp marketing
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11. meet our extended team
TAKUMA HAYASHI MIRJAM NILSSON​ FLORA BERGGREN​ RAJESH SANTOSHI
president chief executive officer chief operations officer vp marketing
GRAHAM BARNES ROWAN MURPHY ELIZABETH MOORE ROBINE KLINE
vp product SEO strategist product designer content developer

12. plan for product launch
PLANNING synergize scalable e-commerce
MARKETING disseminate standardized metrics
DESIGN coordinate e-business applications
STRATEGY foster holistically superior methodologies
LAUNCH deploy strategic networks with compelling e-business needs
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13. timeline
SEP 20XX
synergize scalable e-commerce
NOV 20XX
disseminate standardized
metrics
JAN 20XX
coordinate e-business
applications
MAR 20XX
foster holistically superior
methodologies
MAY 20XX
deploy strategic networks with
compelling e-business needs

14. areas of focus
B2B MARKET SCENARIOS
o Develop winning strategies to keep ahead of the
competition
o Capitalize on low-hanging fruit to identify a ballpark value
o Visualize customer directed convergence​
CLOUD-BASED OPPORTUNITIES
o Iterative approaches to corporate strategy
o Establish a management framework from the inside
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15. how we get there
ROI
o Envision multimedia-
based expertise and
cross-media growth
strategies
o Visualize quality
intellectual capital
o Engage worldwide
methodologies with
web-enabled
technologies
NICHE MARKETS
o Pursue scalable
customer service
through sustainable
strategies
o Engage top-line web
services with cutting-
edge deliverables
SUPPLY CHAINS
o Cultivate one-to-one
customer service with
robust ideas
o Maximize timely
deliverables for real-
time schemas
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16. summary
At Contoso, we believe in giving 110%. By
using our next-generation data
architecture, we help organizations virtually
manage agile workflows. We thrive
because of our market knowledge and
great team behind our product. As our
CEO says, "Efficiencies will come from
proactively transforming how we do
business."​
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17. thank you
mirjam nilsson
mirjam@contoso.com
www.contoso.com