The document discusses the concept of bureaucracy and administrative development in developing countries. It provides an overview of Max Weber's ideal type bureaucracy and its key characteristics. It also discusses several themes around administrative development, including that organizational improvement alone is not a panacea for development, and that political and cultural contexts greatly influence administrative systems and outcomes. Dysfunctional bureaucracies that fail to achieve development goals despite consuming resources are also examined.
Intro to Policy-making process
Policy is defined, Bases of policy and its importance are explained, Vision-Mission, Objectives and Goals of an organization are revisited, and some Issues and Concerns are presented for springboard discussion.
Intro to Policy-making process
Policy is defined, Bases of policy and its importance are explained, Vision-Mission, Objectives and Goals of an organization are revisited, and some Issues and Concerns are presented for springboard discussion.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Memorandum Of Association Constitution of Company.pptseri bangash
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www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Unveiling the Secrets How Does Generative AI Work.pdfSam H
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Business Valuation Principles for EntrepreneursBen Wann
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This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, youâll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
2. THERE IS AMPLE EVIDENCE OF DYSFUNCTIONAL
BUREAUCRACIES AVIDLY DEVOURING SCARCE
RESOURCES BUT FAILING TO PRODUCE ANTICIPATED
OUTCOMES.
IT IS NOT DIFFICULT TO FIND POLICIES THAT SERVE TO
KEEP ILLEGITIMATE GOVERNMENTS IN OFFICE
RATHER THAN ATTENDING TO THE BUSINESS OF
STRENGTHENING THE ECONOMY AND IMPROVING
WELFARE FOR THE POOR.
THERE HAS BEEN CONSIDERABLE CRITICISM OF
OFFICIAL AID AGENCIES THAT GIVE OR LEND MONEY
FOR PROJECTS THAT BRING LIMITED GAINS TO
TARGET POPULATIONS.
S3-Unpas_2012 www.ginandjar.com 2
3. THE DECADES SINCE THE END OF WORLD WAR TWO
HAVE WITNESSED AN UNRIVALLED DRIVE FOR
ECONOMIC AND SOCIAL DEVELOPMENT BY THE
MAJORITY OF THE WORLD'S NATIONS.
HOWEVER, THE ACHIEVEMENT OF DEVELOPMENT
GOALS IN A SHORT TIME HAS PROVED ELUSIVE FOR ALL
EXCEPT A SMALL NUMBER OF 'TIGERS' IN EAST ASIA.
MANY PROCESSES AND FACTORS HAVE BEEN IDENTIFIED
AS CONTRIBUTING TO THE DIFFERING LEVELS OF
ACHIEVEMENT, AND PROMINENT AMONGST THESE HAS
BEEN THE ARGUMENT THAT PUBLIC SECTOR
ORGANIZATIONS HAVE OFTEN PERFORMED POORLY.
S3-Unpas_2012 www.ginandjar.com 3
4. COMMON ATTRIBUTES OF ADMINISTRATIVE SYSTEMS
OF DEVELOPING COUNTRIES
FRED RIGGS FERREL HEADY OTHERS
OVERLAP IMMITATIONS RATHER THAN OVERSTAFFED PUBLIC
IDIGENOUS ORGANIZATION
HETEROGENITY DEFICIENCY OF SKILLS UNDERPAID PUBLIC EMPLOYESS
FORMALISM NONPRODUCTION-ORIENTED LOW PRODUCTIVITY
BUREAUCRACIES
DIFFUSSION FORMALISM LACK OF INNOVATIVE AND
SKILLED PUBLIC MANAGERS
PARTICULARISM AUTONOMY EXCESSIVELY CENTRALIZED
DECISION MAKING
ASCRIPTION CORRUPTION THAT REGULARLY
IMPEDES REFORM
ADMINISTRATIVE STRUCTURES
THAT MIRROR THE POLITICAL
CONTEX
S3-Unpas_2012 www.ginandjar.com 4
5. THE MAIN THEMES OF ADMINISTRATIVE
DEVELOPMENT
FIRST, THE ORGANIZATIONAL ASPECTS OF
DEVELOPMENT CANNOT BE REDUCED TO A TECHNICAL
FIX.
THUS, ADMINISTRATIVE DEVELOPMENT AND
INNOVATION ARE NOT SIMPLY A MATTER OF INSTALLING
SOME PIECE OF MANAGERIAL TECHNOLOGY WHICH HAS
PROVED EFFECTIVE ELSEWHERE.
MANAGEMENT SYSTEMS, ADMINISTRATIVE TECHNIQUES
AND ORGANIZATIONAL DESIGNS ARE NOT NEUTRAL
VALUE-FREE PHENOMENA.
S3-Unpas_2012 www.ginandjar.com 5
6. THE SECOND THEME CONCERNS THE IMPORTANCE OF
ORGANIZATIONAL ENVIRONMENTS, THAT ENVELOPE OF
FACTORS AND FORCES IN WHICH ORGANIZATIONS OPERATE.
ORGANIZATIONS ARE NOT CLOSED TECHNICAL SYSTEMS.
THEY ARE NECESSARILY INVOLVED IN MULTIPLE
RELATIONSHIPS WITH OTHER ORGANIZATIONS AND
INDIVIDUALS. COMPLEX WEBS OF RELATIONSHIPS ARE THUS
WOVEN AND HAVE PROFOUND EFFECTS ON THE OPERATION
OF ORGANIZATIONS.
NATIONAL CULTURE MAY BE A KEY DETERMINANT OF THE
WAY IN WHICH ACTIVITIES ARE CONDUCTED AND MAY
INFLUENCE OPERATIONAL NORMS AND PRACTICES AS
MUCH AS THE PUBLIC SERVICE MANUAL OF PROCEDURES.
S3-Unpas_2012 www.ginandjar.com 6
7. THE THIRD THEME EMPHASIZES ONE ASPECT OF THE
ADMINISTRATIVE ENVIRONMENT, THAT IS THE IMPORTANCE
OF POLITICAL CONSIDERATIONS IN ADMINISTRATIVE ANALYSIS
AND PRACTICE.
ORGANIZATIONAL ACTION TAKES PLACE IN POLITICAL
CONTEXTS. POWER AND AUTHORITY PERMEATE
RELATION-SHIPS BETWEEN ORGANIZATIONAL MEMBERS AND
BETWEEN THESE PERSONS AND THOSE IN THE EXTERNAL
ENVIRONMENT.
S3-Unpas_2012 www.ginandjar.com 7
8. THE FOURTH THEME FLOWS FROM THE ORGANIZATIONAL
ENVIRONMENTAL ISSUES. IT IS THAT ORGANIZATIONAL
IMPROVEMENT IS NOT A PANACEA FOR DEVELOPMENT.
DEVELOPMENT IS MULTI-FACETED AND SUCCESS OR FAILURE ARE
BASED ON MORE THAN ORGANIZATIONAL DESIGN, ADMINISTRATIVE
REFORM OR HUMAN RESOURCE MANAGEMENT.
SUCH ITEMS HAVE A STRONG BEARING ON WHETHER
DEVELOPMENTAL PROGRESS WILL OCCUR BUT THEY ARE NEVER THE
SOLE DETERMINANTS, ADMINISTRATION WORKS ONLY IN
CONJUNCTION WITH OTHER FACTORS OF CHANGE.
FURTHERMORE, PUBLIC SECTOR ORGANIZATIONS CAN BE UTILIZED
TO OPPRESS OR TO DEFEND THE PRIVILEGES OF CERTAIN CLASSES
AND GROUPS IN SOCIETY. THEY ARE NOT INNATELY BENIGN BUT
MUST BE DIRECTED TOWARDS THE ATTAINMENT OF
DEVELOPMENTAL GOALS.
S3-Unpas_2012 www.ginandjar.com 8
10. DEVELOPMENT
FAILURES
INAPPROPRIATE POOR STATE
POLICY CHOICES INSTITUTIONS
S3-Unpas_2012 www.ginandjar.com 10
11.
12. BUREAUCRACY
BUREAUCRACY EMERGED AS A DOMINANT FEATURE OF
THE CONTEMPORARY WORLD.
VIRTUALLY EVERYWHERE ONE LOOKED IN BOTH
DEVELOPED AND DEVELOPING NATIONS, ECONOMIC,
SOCIAL, AND POLITICAL LIFE WERE EXTENSIVELY AND
EVER INCREASINGLY INFLUENCED BY BUREAUCRATIC
ORGANIZATIONS.
BUREAUCRACY, WHILE IT IS OFTEN USED AS A GENERAL
INVECTIVE TO REFER TO ANY ORGANIZATION THAT IS
PERCEIVED TO BE INEFFICIENT, IS MORE PROPERLY USED
TO REFER TO A SPECIFIC SET OF STRUCTURAL
ARRANGEMENTS.
S3-Unpas_2012 www.ginandjar.com 12
13. THE BASIC CONCEPTS
SPECIALIZED JURISDICTIONS, OFFICES, AND TASKS,
THAT IS, A DIVISION OF LABOR AND AUTHORITY
REGARDING THE ACHIEVEMENT OF THE
ORGANIZATIONâS GOALS.
A HIERARCHY OF AUTHORITY TO COORDINATE THE
ACTIVITIES OF THE SPECIALIZED OFFICES AND
INTEGRATE THEIR JURISDICTIONAL AUTHORITY.
S3-Unpas_2012 www.ginandjar.com 13
14. MINISTER
VICE/DEPUTY
MINISTER ASSISTANT
MINISTER
DIRECTOR SECRETARY INSPECTOR
GENERAL GENERAL GENERAL
DIRECTOR BUREAU INSPECTOR
REGIONAL SUB- WORKING
OFFICE DIRECTORATE UNIT DIVISION
S3-Unpas_2012 www.ginandjar.com 14
15. BUREAUCRATIC STRUCTURE TENDS TO BE
PERMANENT. IT REMAINS INTACT REGARDLESS OF
THE FLOW OF MEMBERS IN AND OUT OF IT.
SOCIETY BECOMES DEPENDENT ON THE
BUREAUCRACYâS FUNCTIONING TO THE EXTENT
THAT CHAOS RESULTS IF IT IS DESTROYED.
BY IMPLICATION, BUREAUCRACIES ARE LARGE
ORGANIZATIONS
(WEBER, 1947)
S3-Unpas_2012 www.ginandjar.com 15
16. IDEAL TYPE BUREAUCRACY
CONTEMPORARY THINKING ALONG THESE LINES
BEGINS WITH THE WORK OF THE BRILLIANT GERMAN
SOCIOLOGIST MAX WEBER.
HIS ANALYSIS OF BUREAUCRACY, FIRST PUBLISHED IN
1922 AFTER HIS DEATH, IS STILL THE MOST
INFLUENTIAL STATEMENT âTHE POINT OF DEPARTURE
FOR ALL FURTHER ANALYSESâ ON THE SUBJECT.
WEBER USED AN "IDEAL-TYPE" APPROACH TO
EXTRAPOLATE THE CENTRAL CORE OF FEATURES
CHARACTERISTIC OF THE MOST FULLY DEVELOPED
BUREAUCRATIC FORM OF ORGANIZATION.
S3-Unpas_2012 www.ginandjar.com 16
17. WEBERâS IDEAL TYPE BUREAUCRACY
1. BUREAUCRACY IS BASED UPON RULES WHICH ARE
ACCEPTED (IN BOARD TERMS) BY THE MEMBERS OF THE
ORGANIZATION.
2. BUREAUCRACY IS RELATIVELY COUNTINUOUS IN ITS
OPERATION.
3. THE SPHERES OF COMPETENCE OF BUREAUCRATIC
ADMINISTRATION ARE SPECIFIED.
4. BUREAUCRACY IS BASED UPON THE IDEA OF HIERARCHY.
5. THE OFFICIALS ARE TRAINED SO THAT THE STRUCTURES
CAN FUNCTION IN THE WAYS INTENDED.
S3-Unpas_2012 www.ginandjar.com 17
18. 6. OFFICIALS IN BUREAUCRACY ARE NOT THEMSELVES
OWNERS OF THE MEANS OF PRODUCTIONS.
7. OFFICIALS DO NOT âOWNâ THEIR JOBS, THAT IS, THE JOB
ITSELF BELONGS TO THE ORGANIZATION, NOT TO THE
INDIVIDUAL WHO HAPPENS TO BE OCCUPYING IT.
8. THE SUCCESSFUL AND COUNTINUING OPERATION OF
BUREAUCRACY DEPENDS TO A LARGE EXTENT UPON
WRITTEN RECORD.
S3-Unpas_2012 www.ginandjar.com 18
19. THE BUREAUCRATIC STRUCTURES OF THE
STATE CONSTITUTE THE INSTITUTIONAL
ENVIRONMENT IN WHICH AND THROUGH WHICH
PUBLIC DEVELOPMENT MANAGERS FUNCTION.
S3-Unpas_2012 www.ginandjar.com 19
20. DIFFERENTIATED PUBLIC
THE NORMAL TENDENCY IN BUREAUCRACY IS
TO REGARD ITS CLIENTELE AS AN
UNDIFFERENTIATED PUBLIC TO WHOM
REGULATIONS ARE TO BE APPLIED AND
SERVICES DELIVERED UNIFORMLY, THEREFORE
OBJECTIVELY AND EQUITABLY.
S3-Unpas_2012 www.ginandjar.com 20
21. THE THEME OF âREPRESENTATIVE BUREAUCRACYâ
DESCRIBES BUREAUCRATS AS A KIND OF RANDOM
SAMPLE OF THE POLITY, DESERVING OF THE SAME
TREATMENT ACCORDED OTHER CITIZENS.
PUCLIC ADMINISTRATION ARE EXPECTED TO HELP
RESTRAIN ETHNIC DISCRIMINATION WITHIN THEIR
OWN RANKS IN ORDER TO REDUCE COMMUNAL
TENSION.
S3-Unpas_2012 www.ginandjar.com 21
22. BUREAUCRATS ARE RARELY SYMPATHETIC
FIGURES EVEN WHEN THEY ARE HELPING
PEOPLE PARTICIPATE IN BENEFITS TO WHICH
THEIR CITIZENSHIP ENTITLES THEM.
(JOHN D. MONTGOMERY, 1988)
S3-Unpas_2012 www.ginandjar.com 22
24. THE THEORY OF BUREAUCRATIC POPULISM
DEPENDS UPON THE ASSUMPTION THAT
GOVERNMENTS CAN MOTIVATE THE PEOPLE
TO PRODUCE A PUBLIC GOOD THAT PROVIDES
OPPORTUNITIES FOR THEM TO GENERATE
PRIVATE GOODS
S3-Unpas_2012 www.ginandjar.com 24
25. AS SOCIETY BECAME MORE COMPLEX AND
ORGANIZATIONS GREW LARGER, ORGANIZATIONS
(BOTH PRIVATE AND PUBLIC) INCREASED THEIR
DIVISION OF LABOR INTO MORE AND SMALLER
SPECIALIZED UNITS.
LARGER INSTITUTIONS BEGAN TO DEFER TO THE
JUDGMENTS OF THESE UNITS, WHICH SHOWS THAT A
MAJOR FOUNDATION OF BUREAUCRATIC POWER IS
EXPERTISE,
EXPERTISE OR SPECIALIZED KNOWLEDGE
KNOWLEDGE.
S3-Unpas_2012 www.ginandjar.com 25
26. DEVELOPMENT ADMINISTRATION LARGELY REMAINS
BURDENED BY A COMBINATION OF INHERITED
STRUCTURES AND BEHAVIORS AND DEEPLY
INTERNALIZED LOCAL CULTURAL PATTERNS.
UNABLE TO ATTAIN A TIMELY CORRECTION OF ITS
DEFICIENCIES OR TO LEARN FROM ITS FAILURES.
THIS COMBINATION OF LEGACIES HAS HAD THE
EFFECT OF IMPEDING PERFORMANCE AND WASTING
BADLY NEEDED INSTITUTIONAL ENERGIES ON OTHER
THAN PRODUCTIVE ENDEAVORS TO ACCOMPLISH
DEVELOPMENTAL MANDATES.
S3-Unpas_2012 www.ginandjar.com 26
27. ALL ORGANIZATIONS OPERATE WITH IMPERFECTION;
ALL ARE INFECTED WITH BUREAUPATHOLOGIES.
THIS DOES NOT STOP THEM PERFORMING WELL,
BUT IF LEFT UNTREATED THE BUREAUPATHOLOGIES
WILL SPREAD AND INTENSIFY AND EVENTUALLY
IMPEDE PERFORMANCE NOTICEABLY.
S3-Unpas_2012 www.ginandjar.com 27
28. TENDENCY TO MAINTAIN AND ENLARGE POWER
AND CONTROL
S3-Unpas_2012 www.ginandjar.com 28
29. PUBLIC ADMINISTRATION AS BOTH PROFESION AND
SCIENTIFIC STUDY FROM THE BEGINNING HAS BEEN
VERY MUCH CONCERNED WITH THE PROBLEMS OF
CORRUPTION OR ABUSE OF POWER.
S3-Unpas_2012 www.ginandjar.com 29
30. A CORRUPTED BUREAUCRACY, BY DEFITION, IS ONE
THAT, DOES NOT DO WHAT IT IS SUPPPOSED TO, SINCE
ILLEGAL PAYMENTS TO OFFICIALS ARE PRESSUMABLY
NOT MADE UNLESS THOSE WHO RECEIVE PAYMENT
CAN AND DO CONTRAVENE THE INTENT OF THE LAWS
THEY ARE SUPPOSED TO APPLY. ALTHOUGH FORMALLY
SALARIED, BUREAUCRATS IN SUCH QUASI-SALARY
SYSTEMS INDULGE IN SELF-ENRICHMENT ON A LARGE
SCALE (RIGGS,1995).
S3-Unpas_2012 www.ginandjar.com 30
31.
32. Authority
-Control Public Agency
-Check and balance
Accountable to
control
Legislative Excecutive
Election
People/Public/Voters
S3-Unpas_2012 www.ginandjar.com 32
33. ACCOUNTABILITY
ACCOUNTABILITY IS THE DEGREE TO WHICH A PERSON
MUST ANSWER TO SOME HIGHER AUTHORITY FOR
ACTIONS IN THE LARGER SOCIETY OR IN THE AGENCY.
ELECTED PUBLIC OFFICIALS ARE ACCOUNTABLE TO
VOTERS. PUBLIC AGENCY MANAGERS ARE
ACCOUNTABLE TO ELECTED EXECUTIVES AND
LEGISLATURES.
AGENCY LEADERS ARE HELD ACCOUNTABLE TO THE
POLITICAL CULTURE OF SOCIETY, WHICH HOLDS
GENERAL VALUES AND IDEAS OF DEMOCRACY AND
PUBLIC MORALITY.
S3-Unpas_2012 www.ginandjar.com 33
34. ETHICS
ETHICS CONCERN WITH WHAT IS RIGHT AND WHAT
IS WRONG.
(FREDERICKSON, 1994)
ETHICS CAN BE CONSIDERED A FORM OF SELF-
ACCOUNTABILITY, OR AN âINNER CHECKâ ON PUBLIC
ADMINISTRATORS CONDUCT.
(ROOSENBLOOM, KRAVCHUCK, 2005)
S3-Unpas_2012 www.ginandjar.com 34
35. STANDARDS AND NORMS
STANDARDS AND NORMS ARE DEFINED AS
PRINCIPLES OF RIGHT ACTION BINDING UPON THE
MEMBERS OF A GROUP AND SERVING TO GUIDE,
CONTROL, OR REGULATE PROPER AND ACCEPTABLE
BEHAVIOR.
STANDARDS AND NORMS ARE THE CODIFICATION OF
GROUP, ORGANIZATIONAL, COMMUNITY, OR
GOVERNMENTAL VALUES, LAWS, REGULATIONS,
CODES OF ETHICS.
RULES ARE TYPICAL OF STANDARDS AND NORMS.
(FREDERICKSON, 1994)
S3-Unpas_2012 www.ginandjar.com 35
36. ADMINISTRATIVE ETHICS
ADMINISTRATIVE ETHICS INVOLVES THE
APPLICATION OF MORAL PRINCIPLES TO THE
CONDUCT OF OFFICIALS IN ORGANIZATIONS.
BROADLY SPEAKING, MORAL PRINCIPLES SPECIFY
1) THE RIGHTS AND DUTIES THAT INDIVIDUALS SHOULD RESPECT
WHEN THEY ACT IN WAYS THAT SERIOUSLY AFFECT THE WELL-
BEING OF OTHER INDIVIDUALS AND SOCIETY; AND
2) THE CONDITIONS THAT COLLECTIVE PRACTICES AND POLICIES
SHOULD SATISFY WHEN THEY SIMILARLY AFFECT THE WELL-
BEING OF INDIVIDUALS AND SOCIETY.
(DENNIS THOMPSON, 1985)
S3-Unpas_2012 www.ginandjar.com 36
37. FOUR LEVELS OF ETHICS
IN PUBLIC ADMINISTRATION THERE IS A HIERARCHY
OF LEVELS OF ETHICS, EACH OF WHICH HAS ITS
OWN SET OF RESPONSIBILITIES.
1) PERSONAL MORALITYâTHE BASIC SENSE OF RIGHT AND
WRONG. THIS IS A FUNCTION OF OUR PAST AND IS
DEPENDENT ON FACTORS SUCH AS PARENTAL
INFLUENCES, RELIGIOUS BELIEFS, CULTURAL AND SOCIAL
MORES, AND ONE'S OWN PERSONAL EXPERIENCES.
S3-Unpas_2012 www.ginandjar.com 37
38. 2) PROFESSIONAL ETHICS. PUBLIC ADMINISTRATORS
INCREASINGLY RECOGNIZE A SET OF PROFESSIONAL NORMS
AND RULES THAT OBLIGATE THEM TO ACT IN CERTAIN
"PROFESSIONAL" WAYS. OCCUPATIONS SUCH AS LAW AND
MEDICINE, WHILE OPERATING WITHIN PUBLIC
ADMINISTRATION, ALSO HAVE THEIR OWN INDEPENDENT
PROFESSIONAL CODES.
S3-Unpas_2012 www.ginandjar.com 38
39. 3) ORGANIZATIONAL ETHICS. EVERY ORGANIZATION HAS AN
ENVIRONMENT OR CULTURE THAT INCLUDES BOTH FORMAL
AND INFORMAL RULES OF ETHICAL CONDUCT. PUBLIC
ORGANIZATIONS TYPICALLY HAVE MANY SUCH RULES. PUBLIC
LAWS, EXECUTIVE ORDERS, AND AGENCY RULES AND
REGULATIONS ALL CAN BE TAKEN AS FORMAL
ORGANIZATIONAL NORMS FOR ETHICAL BEHAVIOR.
S3-Unpas_2012 www.ginandjar.com 39
40. 4) SOCIAL ETHICS. THE REQUIREMENTS OF SOCIAL ETHICS
OBLIGE MEMBERS OF A GIVEN SOCIETY TO ACT IN WAYS THAT
BOTH PROTECT INDIVIDUALS AND FURTHER THE PROGRESS
OF THE GROUP AS A WHOLE. SOCIAL ETHICS ARE FORMAL TO
THE EXTENT THAT THEY CAN BE FOUND IN THE LAWS OF A
GIVEN SOCIETY, INFORMAL TO THE EXTENT THAT THEY ARE
PART OF AN INDIVIDUAL'S SOCIAL CONSCIENCE.
(SHAFRITZ, RUSSEL, CHRISTOPHER, 2007)
S3-Unpas_2012 www.ginandjar.com 40
41. THE ETHICAL DIMENSIONS OF DECISION MAKING
WHEN MAKING DECISIONS, PUBLIC ADMINISTRATORS
INEVITABLY PURSUE CERTAIN GOALS, WHETHER
PERSONAL, ORGANIZATIONAL, OR SOME MIXTURE OF
BOTH. THE PURSUIT OF GOALS INVOLVES STRATEGIC
AND TACTICAL CHOICES TO ACHIEVE THEM (MEANS
AND ENDS).
SUCH DECISIONS RAISE QUESTIONS ABOUT THE
PROPRIETY OF THE MEANS USED IN IMPLEMENTING A
COURSE OF ACTION TO DEAL WITH A PUBLIC
PROBLEM.
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42. INSTITUTIONAL ETHICS
WHEN AN INSTITUTION OF GOVERNMENT PURSUES
ORGANIZATIONAL GOALS AND SETS ON A COURSE OF
ACTION TOWARD REACHING THOSE GOALS, THE END
ITSELF MAY BE SEEN AS SO COMPELLING AS TO
SEEMINGLY JUSTIFY ANY MEANS.
ORGANIZATIONS HAVE OFTEN STRIVEN TO CLARIFY
SUCH DILEMMAS IN DECISION MAKING BY
ARTICULATING CODES OF ETHICS TO GUIDE THE
BEHAVIOR OF THEIR MEMBERS.
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43. PERSONAL ETHICS
OFTEN AT ISSUE IN DECISION MAKING ARE PERSONAL
ETHICS.
THE TEMPTATION TO DIVERT SOME OF PUBLIC FUNDS
OR RESOURCES TO PERSONAL USE CAN BE GREAT
AND THE RISK OF EXPOSURE OFTEN SMALL.
THE MAIN REASON FOR THE WORLDWIDE PRESENCE
OF PUBLIC ADMINISTRATIVE CORRUPTION IS THAT
PUBLIC ADMINISTRATORS HAVE SOMETHING TO
ALLOCATE THAT OTHER PEOPLE WANT.
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44. INTENDED OR DESIGNED CHANGES INTO
ESTABLISHED OR ROUTINE WAYS OF LIFE
(FARAZMAND, 2007)
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45. THE MEANING OF âREFORMâ IS QUITE DISTINCT
FROM THE IDEA OF âREVOLUTIONâ, WHICH
IMPLIES THE TOTAL OVERTHROW OF OLD
STRUCTURES AND SYSTEM, AND THEIR
REPLACEMENT BY NEW ONES.
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46. ADMINISTRATIVE REFORM
A USEFUL WORKING DEFINITION OF
ADMINISTRATIVE REFORM IS THE INDUCED,
PERMANENT IMPROVEMENT IN
ADMINISTRATION.
(WALLIS, 1993)
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47. THE WORD âINDUCEDâ INDICATES A FORM OF
ADMINISTRATIVE CHANGE WHICH IS
DELIBERATELY BROUGHT ABOUT, NOT ONE WHICH
JUST HAPPENS BY ACCIDENT OR WITHOUT THE
MAKING OF ANY CONSCIOUS EFFORT.
THE WORD âPERMANENTâ CARRIES THE
CONNOTATION THAT THE CHANGES INTRODUCED
WILL BE LONG-TERM, NOT JUST TEMPORARY.
SIMPLY PUT TO IMPROVE MEANS âTO MAKE
BETTERâ.
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48. THE FOCUS IS ON THE NATIONAL ADMINISTATIVE
SYSTEM AS THE UNIT OF ANALYSIS AND IT TENDS TO
CONCENTRATE ON BUREAUCRACY AS A NATIONAL
INSTITUTION AS WELL AS THE BUREAUCRACYâS
RELATIONS WITH THE ENVIRONMENT, PARTICULARLY
THE POLITICAL AUTHORITY AND THE PEOPLE AS
REPRESENTED AMONG OTHERS BY THE CIVIL SOCIETY.
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49. FOCUS OF ANALYSIS
POLITICAL
SOCIETY
AUTHORITY
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53. IN A CLIMATE OF SOCIAL VALUES THAT STRESS
PARTICIPATION AND DEMOCRACY,
BUREAUCRACIES WITH THEIR CENTRALIZED
STRUCTURES OF AUTHORITY AND CONTROL ARE
ANACHRONISTIC.
(PFEFFER AND SALANCIK, 1978)
POLITICAL DEMOCRACY, SOCIETAL
TRANSFORMATIONS, AND TECHNOLOGICAL
PROGRESS HAVE MODIFIED THE STRUCTURES AND
VALUES OF PUBLIC ADMINISTRATION.
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54. A COMPLEX PROCESS OF FUNCTIONAL AND SOCIAL
DIFFERENTIATION HAS GRADUALLY ERODED THE
RIGIDITIES OF HIERARCHICAL AUTHORITY
STRUCTURES AND FURTHER MITIGATED THE OLD
PERCEIVED ANTINOMY BETWEEN STRUCTURE AND
CHANGE.
CHANGE
IN MANY WAYS, DEBUREAUCRATIZATION IS THE
MANYÂSIDED OUTCOME OF THIS CUMULATIVE
PROCESS.
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56. PUBLIC ADMINISTRATION CULTURE IS CHANGING
TRANSNATIONAL MULTINATIONAL NONPROFIT
ORGANIZATIONS CORPORATIONS ORGANIZATIONS
POLICY POLICY POLICY
LEGISLATORS
PUBLIC
MANAGER
POLICY
PUBLIC 1
PUBLIC 5
PUBLIC 3 PUBLIC 4
PUBLIC 2
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SOURCE: JONATHAN F. ANDERSON IN FARAZMAND, PINKOWSKI, 2007
57. GLOBALIZED PUBLIC POLICY PROCESS
FLEXIBLE
RULE BOUND
INNOVATIVE
PROBLEM
SOLVING
PROCESS REFORM
ORIENTED DYNAMIC
RESULT
ORIENTED
ENTERPRENEURIAL
FOCUS ON
INPUTS RATHER
THAN RESULT
ENTERPRISING
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58.
59. INSTITUTIONAL BUILDING.
INSTITUTIONAL EMPOWERMENT.
SKILL AND PROFFESIONAL DEVELOPMENT --> CAPACITY
BUILDING.
DECENTRALIZATION.
DEBUREAUCRATIZATION.
PRIVATIZATION.
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60. APPROACHES TO
ADMINISTRATIVE REFORM
OUTCOMES PROCESS BOTH
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61. THE OUTCOMES: THE MEANS TO MAKE THE
ADMINISTRATIVE SYSTEM A MORE EFFECTIVE
INSTRUMENT FOR SOCIAL CHANGE, A BETTER
INSTRUMENT TO BRING ABOUT POLITICAL EQUALITY,
SOCIAL JUSTICE AND ECONOMIC GROWTH (SAMONTE,
1970)
ON PROCESS: CHANGING ESTABLISHED BUREAUCRATIC
PRACTISE, BEHAVIOURS AND STRUCTURES (KHAN, 1981)
INTERPORATE BOTH VIEWS BY LINKING THE PROCESSUAL
CHANGED TO THE PRODUCTION OF A MORE EFFECTIVE
AND EFFICIENT BUREAUCRACY (QUAH, 1976 AND JREISAT,
1988)
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62. THE DIFFICULTIES
LACK OF AWARENESS OF HOW BAD THE
ADMINISTRATIONâS PERFORMANCES IS, OR HOW
IMPROVEMENTS MIGHT BE UNDERTAKEN.
THE CHANGE INVOLVED IN ADMINISTRATIVE REFORM MAY
MEET CONSIDERABLE RESISTANCE. BUREAUCRACIES
THEMSELVES TEND TO DISLIKE CHANGE, ESPECIALLY WHEN
THEIR OWN INTEREST ARE AT STAKE.
PROPOSALS FOR CHANGE MAY BE TOO VAGUE OR
CONFUSED TO BE EASILY PUT INTO PRACTISE.
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63. THOSE WHO ARE RESPONSIBLE FOR IMPLEMENTATION
MAY HAVE VERY LITTLE UNDERSTANDING OF WHAT IS
SUPPOSED TO BE HAPPENING OR OF WHAT HAS BEEN
PROPOSED
WHAT MAY WORK IN ONE SITUATION MAY BE QUITE
UNWORKABLE IN ANOTHER.
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64. THESE MORE TRADITIONALLY ORIENTED GROUPS WANT TO
HOLD ON TO THEIR EXISTING POSITIONS AND RESIST
EFFORTS BY THE MODERNIZING ELITE TO TRANSFORM
THEM. THEY MAY EVEN TURN INTO AN ANTIMODERN ELITE
USING, HOWEVER, MODERN METHODS, TO PUSH
NONMODERN DEMANDS.
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65. TO OVERCOME THE DIFFICULTIES
THE PROGRAM OF ADMINISTRATIVE REFORM SHOULD
BE AS BROAD AS POSSIBLE, SPREADING INTO AS MANY
INTERSTICES OF THE SOCIAL ORDER AS IS POSSIBLE.
ATTENTION SHOULD BE GIVEN TO STRENGTHENING
INSTITUTIONS THAT MIGHT ULTIMATELY RESTRAIN
BUREAUCRATIC EXCESS. THE QUALITY OF LEGISLATIVE
OVERSIGHT AND JUDICIAL SCRUTINY OF
BUREAUCRATIC BEHAVIOR ARE IMPORTANT
ELEMENTS.
THE ROLE OF PUBLIC SCRUTINY IS ALSO IMPORTANT,
SUCH AS PLAYED BY THE MEDIA AND CIVIL SOCIETY.
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66. THE REFORMER'S TASK IS TO IDENTIFY CORRECTLY THE
PROBLEMS AND SUPPLY ANSWERS WHICH ARE FEASIBLE
BOTH TECHNICALLY AND POLITICALLY. THE REFORMS
NEED TO ADDRESS THE FIT BETWEEN ORGANIZATIONS
AND ENVIRONMENT.
ORGANIZATIONAL ENVIRONMENTS IN THE DEVELOPING
WORLD ARE UNCERTAIN AND TURBULENT. THIS MEANS
THAT REFORM WILL BE PERMANENTLY ON THE AGENDA
BUT VARYING IN INTENSITY ACCORDING TO THE DEGREE
OF TURBULENCE, THE FUNDING AVAILABLE AND THE
LEVEL OF FAITH IN THIS FORM OF ORGANIZATIONAL
ENGINEERING.
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67.
68. 1945-1950 1950-1959 1959-1966 1966-1999 1999-SEKARANG
REVOLUSI DEMOKRASI DEMOKRASI ORDE BARU DEMOKRASI
PARLEMEN TERPIMPIN
BAGIAN DARI
REZIM YANG
BERKUASA
LOYALITAS
?
DEPOLITI-
POLARISASI TUNGGAL SASI
IDEOLOGI BIROKRASI
MENDUKUNG POLITISASI TRILOGI
IDEOLOGI- BIROKRASI
PARPOL PEM-
SASI MENDUKUNG
BIROKRASI BANGUNAN
DEMOKRASI
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69. 1945
BIROKRASI RI PENINGGALAN BELANDA DAN MENUNJANG PERJUANGAN KEMERDEKAAN
S.D. JEPANG DAN KEDAULATAN
1950
1950 DEMOKRASI LIBERAL/PARLEMENTER
S.D. UPAYA REFORMASI ADMINISTRASI
1959 SUDAH DIMULAI
BIROKRASI TERKOTAK-KOTAK DALAM PARTAI PANITIA ORGANISASI KEMENTRIAN
POLITIK (WILOPO), 1952
1959 DEMOKRASI TERPIMPIN
BADAN PENGAWAS
S.D. KEGIATAN APARATUR
1966 POLARISASI NEGARA (BAPEKAN), 1959
(IDEOLOGI) PANITIA REFORMASI
BIROKRASI APARATUR NEGARA
(PARAN) 1962
PERAN PERAN
NEGARA APARATUR
MAKIN NEGARA
BESAR MEMBESAR
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70. 1966 ORDE BARU TAP MPRS NO. 1/1966
S.D.
1998
BIROKRASI MENYATU DENGAN
TIM PAAP
KEKUASAAN (LOYALITAS TUNGGAL)
SISTEM OTORITER MENTERI PAN PADA
AWAL ORDE BARU
MENGHASILKAN: WAKIL KETUA
â˘STABILITAS BAPPENAS
â˘PERTUMBUHAN EKONOMI
â˘PEMERATAAN/PENGURANGAN
KEMISKINAN
MENKO WASBANG PAN
TRILOGI PEMBANGUNAN
1998 DEMOKRASI MENPAN
S.D.
SEKARANG PEMISAHAN PENGUASA TIM
POLITIK DENGAN REFORMASI
BIROKRASI BIROKRASI
(DEPOLITISASI NASIONAL
BIROKRASI)
MENPAN DAN
REFORMASI BIROKRASI
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74. KONTROL - BERFUNGSI?
MASYARAKAT - RESPONSIF?
HASIL KARYA OPTIMAL?
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75. KAUFMANN-KRAAY (KK)
COUNTRY POLICY AND INSTITUTIONAL
ASSESSMENT (CPIA)
DOING BUSINESS
INVESTMENT CLIMATE SURVEY (ICS)
GLOBAL INTEGRITY INDEX (GII)
PUBLIC EXPENDITURE AND FINANCIAL
ACCOUNTABILITY (PEFA)
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76. TRANSPARENCY INTERNATIONAL
CORRUPTION INDEX
UNDP:
GOVERNANCE INDICATORS:
A USER GUIDE
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77. GOOD THEORY, BAD POLICY?
GOOD POLICY, BAD PRACTICE?
INSTITUSI : BERKEMBANG PESAT
LEMBAGA-LEMBAGA
BARU
KOMISI-KOMISI
BADAN-BADAN
DEWAN-DEWAN
DESENTRALISASI : - 33 PROVINSI
- 398 KABUPATEN
PEMEKARAN - 93 KOTA
REFORMASI : SISTEM PENGGAJIAN KHUSUS
BIROKRASI BEBERAPA INSTANSI
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78. GOOD THEORY
GOOD POLICY
GOOD PRACTICE
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81. CHIEF EXECUTIVE
EXECUTIVE STAFF
SOCIOCULTURAL
AGENCIES
NORMS
OUTSIDE
LEGISLATURE
AUDITORS
PUBLIC
ADMINISTRATORS: LEGISLATIVE
MEDIA STAFF AGENCIES
DEPARTMENT AND
AGENCY HEAD
INTEREST
COURTS
GROUPS
POLITICAL PARTIES OTHER AGENCIES,
OTHER AGENCIES, SAME LEVEL
DIFFERENT
LEVELS
(ROSENBLOOM, KRAVCHUCK, 2005)
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82. PUBLIC ADMINISTRATION IN A DEMOCRATIC
POLITICAL SYSTEM: THE CONVERSION PROCESS
ENVIRONMENT INPUTS ADMINISTRATIVE OUTPUTS
⢠CULTURAL LINE AGENCIES
⢠DEMANDS FOR ⢠GOODS
CHANGES AND PROGRAMS AND âWITHIN-PUTSâ
EVENTS ⢠SERVICE
SERVICES
⢠RULES
⢠ECONOMIC ⢠POLICIES
SUPPORT
CHANGES AND ⢠PROCEDURES
⢠PROGRAMME
EVENTS ⢠MONEY
⢠GOALS
⢠POLITICAL ⢠INFORMATION
⢠STAF
CHANGES AND ⢠STRUCTURE
EVENTS ROLES PLAYED
⢠PERSONAL
BY
⢠SOCIETAL CHANGES ⢠EXPERIENCE
AND EVENTS ⢠PARTY
⢠INTEREST
GROUP
⢠STAFF
AGENCIES
LEAD TO
(ROSENBLOOM, KRAVCHUCK, 2005)
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83. ONE OF THE MOST IMPORTANT AND PERSISTING
CHALLENGES OF MODERN GOVERNMENT IS HOW TO
RECONCILE THE DEMANDS OF DEMOCRACY WITH THE
IMPERATIVES OF BUREAUCRACY.
BUREAUCRACIES ARE HIERARCHICAL INSTITUTIONS THAT
CAN PROVIDE THE CAPACITY AND EXPERTISE TO
ACCOMPLISH COMPLEX SOCIAL TASKS, BUT THEY ARE
FREQUENTLY CHARACTERIZED, AS UNDEMOCRATIC AND
EVEN THREATENING TO DEMOCRACY.
DEMOCRACIES ARE SYSTEMS OF GOVERNMENT THAT ARE
BASED, DIRECTLY OR INDIRECTLY, ON THE PRINCIPLE OF
POPULAR CONTROL.
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84. THEY ATTEND IN DIFFERING MEASURES TO PRINCIPLES
OF MAJORITY RULE AND DEFERENCE TO THE
PERSPECTIVES OF INTENSE INTERESTS AMONG THE
PUBLIC. BUT AS SUCH, THEY NEED NOT NECESSARILY
SHOW KEEN ATTENTION TO THE VALUES OF EFFICIENCY,
EFFECTIVENESS, OR SPECIALIZED EXPERTISE.
BUREAUCRACY 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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86. TENSION
BUREAUCRATIC/
DEMOCRATIC
TECHNOCRATIC
PROCESS
PROCESS
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87. www.ginandjar.com
DEMOCRATIC BUREAUCRATIC
IMPERATIVES VS PROFESIONALISM
SOVEREIGN RIGHT OF THE
PEOPLE EFFICIENCY
VS &
EFFECTIVENESS
ELECTED
REPRESENTATIVES
CONTEST FOR POWER ACCOUNTABLE
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88. POLITICAL BUREAUCRATIC
CORRUPTION CORRUPTION
POLITICAL BUREAUCRATIC
REFORM REFORM
THE BEST INTEREST OF THE PEOPLE
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89.
90. A GOVERNANCE APPROACH SEEKS TO INTEGRATE POLITICAL
AND BUREAUCRATIC FORCES AT MULTIPLE LEVELS TO
INDICATE HOW PROGRAMS ARE DESIGNED, ADOPTED,
IMPLEMENTED, AND EVALUATED IN TERMS OF BOTH
EFFECTIVENESS AND DEMOCRACY.
SUCH A POINT OF VIEW CLEARLY RECOGNIZES THAT ONLY
WITH EFFECTIVE IMPLEMENTING INSTITUTIONS CAN
SOCIETIES GENERATE THE FAIRNESS AND SLACK RESOURCES
THAT PERMIT DEMOCRACIES WITH THEIR LARGE
TRANSACTION COSTS TO EXIST AND PROSPER.
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91. IN CONCLUSION
THE PROGRAM OF ADMINISTRATIVE REFORM SHOULD
BE AS BROAD AS POSSIBLE, SPREADING INTO AS MANY
INTERSTICES OF THE SOCIAL ORDER AS IS POSSIBLE.
ATTENTION SHOULD BE GIVEN TO STRENGTHENING
INSTITUTIONS THAT MIGHT ULTIMATELY RESTRAIN
BUREAUCRATIC EXCESS. THE QUALITY OF LEGISLATIVE
OVERSIGHT AND JUDICIAL SCRUTINY OF
BUREAUCRATIC BEHAVIOR ARE IMPORTANT
ELEMENTS.
THE ROLE OF PUBLIC SCRUTINY IS ALSO IMPORTANT,
SUCH AS PLAYED BY THE MEDIA AND CIVIL SOCIETY.
S3-Unpas_2012 www.ginandjar.com 91
92. THE REFORMER'S TASK IS TO IDENTIFY CORRECTLY THE
PROBLEMS AND SUPPLY ANSWERS WHICH ARE FEASIBLE
BOTH TECHNICALLY AND POLITICALLY. THE REFORMS
NEED TO ADDRESS THE FIT BETWEEN ORGANIZATIONS
AND ENVIRONMENT.
ORGANIZATIONAL ENVIRONMENTS IN THE DEVELOPING
WORLD ARE UNCERTAIN AND TURBULENT. THIS MEANS
THAT REFORM WILL BE PERMANENTLY ON THE AGENDA
BUT VARYING IN INTENSITY ACCORDING TO THE DEGREE
OF TURBULENCE, THE FUNDING AVAILABLE AND THE
LEVEL OF FAITH IN THIS FORM OF ORGANIZATIONAL
ENGINEERING.
POLITICAL CORRUPTION IS NO LESS EVIL THAN
BUREAUCRATIC CORRUPTION. THUS POLITICAL REFORM IS
AS IMPORTANT AS BUREAUCRATIC REFORM.
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93. DIMANA KITA SEKARANG?
PRE- MODERN POST-
MODERN MODERN
PUBLIC ADMINISTRATION
MORE OLD PUBLIC NEW PUBLIC
ARTS ADMINISTRATIO ADMINISTRATION
THAN N
SCIENCE ENTRE-
FREDERICKSONâS NPM
PRENEURIAL NPS
NPA
GOVERN-
MENT
CORE
WEBERIAN VALUES:
BUREAUCRACY II EFFICIENCY
PRE EFFECTIVEN
WILSONIA ESS CULTURAL âTEN
N ECONOMY
COMPETENCE AND COMMAND-
IMPERSONAL SOCIETAL MENTSâ
IMPARTIAL VALUES
PERFORMANCE
AFFIRMATIVE
OUTSOURCING
CONTRACTING
COLONIA PUBLIC =
L STUCTURE FUNCTION CUSTOMER
FEUDAL HIERARCHY II
TRADI-
TIONAL
RULES/PROCEDURE/PROCESS GOVERNANCE
NETWORK
COLLABORATIVE
ETHICS, ACCOUNTABILITY, TRANSPARENCY PARTICIPATORY
STAKEHOLDER E-GOVERNANCE
DEMOCRACY
DISINI? DISINI? DISINI? DISINI?
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