This document discusses the need for a new entrepreneurial model for implementing public policy in France. It presents the Processual Action Entrepreneurship Model (PAEM) developed by think tanks to reconstruct public policy implementation through an entrepreneurial lens. The PAEM involves analyzing implementation processes, involving actors in changes, and constructing collective entrepreneurial representations to avoid traditional resistances. It allows understanding power relations and anticipating conflicts to transcend problems. The model proposes developing a systemic entrepreneurial organization based on autonomy, responsibility, involvement, initiatives, and management. Case studies show how the PAEM can improve the efficacy of changes in public policy.
Organization and Management with focus on Human Resources and DevelopmentJo Balucanag - Bitonio
The document discusses various organizational theories that have developed over time, from classical to modern theories. It provides details on key aspects of each approach, including:
- Classical theories focused on efficiency and control, exemplified by scientific management, bureaucracy, and administrative principles.
- Neoclassical theories emphasized the human element and informal organization, informed by Hawthorne studies. This led to recognition of social and psychological factors.
- Modern theories take an interdisciplinary approach and view the organization as an open system interacting with its environment. Approaches include systems theory, contingency theory, and socio-technical systems.
This document discusses institutions and institutional theory. It begins by outlining the significance of institutions and how they matter for economic development. It then defines institutions and lists some of their key characteristics, including structure, stability, regulating behavior, and shared values. The document also presents a typology of institutional theories, including historical institutionalism, rational choice institutionalism, and normative institutionalism. It provides details on historical institutionalism and how institutions evolve over time through path dependence.
This document provides an overview of public relations and its relationship to public administration. It defines key terms like public administration, public relations, and communication. It also discusses various communication theories and models applied to public relations, like the Lasswell theory and agenda-setting. The document outlines the functions and responsibilities of public relations in government organizations, including media relations, public reporting, and crisis communication. It provides tips for conducting meetings, handling media interviews, and developing a crisis communication plan.
The document proposes a social entrepreneurial model for using sports to create social change. It discusses drivers like increased partnerships between organizations and a uncertain future with many social problems. It defines key concepts like entrepreneurship, innovation, technology, and social entrepreneurship. The proposed model connects a social problem with a mission, strategies, intended impacts, and measures of success to test hypotheses and create social impact through sports. The model is meant to help realize the potential of sports to benefit society by addressing social issues.
Culture matters: a test of rationality on economic growthnida19
There are widespread debates as to whether cultural values have a bearing on economic growth. Scholarly articles have actually had conflicting results with proponents arguing there is whiles opponents have thought otherwise. The aim of this paper is to verify the assertions made by these two schools of thought from the perspective of culture as a rationality component using an input-output growth model. We basically employed an approach that sought to define and aggregate cultural values under rationality indices: instrumental, affective, value and traditional rationality from 29 countries with data from world value survey (1981-2009).
We systematically had them tested in an endogenous growth model alongside traditional economic variables. We conclude that when these cultural variables are combined with the so-called economic variables, there is an improvement in the model explanation than before. In addition, two of these cultural indices indicated a statistically positive effect on economic growth (instrumental and affective rationality). However, traditional
rationality index was also robust but with a negative coefficient. Value rationality showed a somewhat weaker link to economic growth and was statistically insignificant. The policy implications of these findings are also discussed.
The document discusses several key concepts in public administration, including public policy, policy analysis, public choice theory, and administrative law. It describes public policy as actions taken by government to address perceived problems. Policy analysis aims to improve policymaking through rigorous analytical methodologies. Public choice theory examines individual behavior and decision-making within political systems. Administrative law governs rulemaking and adjudication by government agencies.
Organization and Management with focus on Human Resources and DevelopmentJo Balucanag - Bitonio
The document discusses various organizational theories that have developed over time, from classical to modern theories. It provides details on key aspects of each approach, including:
- Classical theories focused on efficiency and control, exemplified by scientific management, bureaucracy, and administrative principles.
- Neoclassical theories emphasized the human element and informal organization, informed by Hawthorne studies. This led to recognition of social and psychological factors.
- Modern theories take an interdisciplinary approach and view the organization as an open system interacting with its environment. Approaches include systems theory, contingency theory, and socio-technical systems.
This document discusses institutions and institutional theory. It begins by outlining the significance of institutions and how they matter for economic development. It then defines institutions and lists some of their key characteristics, including structure, stability, regulating behavior, and shared values. The document also presents a typology of institutional theories, including historical institutionalism, rational choice institutionalism, and normative institutionalism. It provides details on historical institutionalism and how institutions evolve over time through path dependence.
This document provides an overview of public relations and its relationship to public administration. It defines key terms like public administration, public relations, and communication. It also discusses various communication theories and models applied to public relations, like the Lasswell theory and agenda-setting. The document outlines the functions and responsibilities of public relations in government organizations, including media relations, public reporting, and crisis communication. It provides tips for conducting meetings, handling media interviews, and developing a crisis communication plan.
The document proposes a social entrepreneurial model for using sports to create social change. It discusses drivers like increased partnerships between organizations and a uncertain future with many social problems. It defines key concepts like entrepreneurship, innovation, technology, and social entrepreneurship. The proposed model connects a social problem with a mission, strategies, intended impacts, and measures of success to test hypotheses and create social impact through sports. The model is meant to help realize the potential of sports to benefit society by addressing social issues.
Culture matters: a test of rationality on economic growthnida19
There are widespread debates as to whether cultural values have a bearing on economic growth. Scholarly articles have actually had conflicting results with proponents arguing there is whiles opponents have thought otherwise. The aim of this paper is to verify the assertions made by these two schools of thought from the perspective of culture as a rationality component using an input-output growth model. We basically employed an approach that sought to define and aggregate cultural values under rationality indices: instrumental, affective, value and traditional rationality from 29 countries with data from world value survey (1981-2009).
We systematically had them tested in an endogenous growth model alongside traditional economic variables. We conclude that when these cultural variables are combined with the so-called economic variables, there is an improvement in the model explanation than before. In addition, two of these cultural indices indicated a statistically positive effect on economic growth (instrumental and affective rationality). However, traditional
rationality index was also robust but with a negative coefficient. Value rationality showed a somewhat weaker link to economic growth and was statistically insignificant. The policy implications of these findings are also discussed.
The document discusses several key concepts in public administration, including public policy, policy analysis, public choice theory, and administrative law. It describes public policy as actions taken by government to address perceived problems. Policy analysis aims to improve policymaking through rigorous analytical methodologies. Public choice theory examines individual behavior and decision-making within political systems. Administrative law governs rulemaking and adjudication by government agencies.
The document summarizes the evolution of paradigms in public administration from 1900 to the present. It discusses 6 paradigms: 1) Politics/Administration Dichotomy from 1900-1926 which saw PA emerge as a discipline; 2) Principles of Administration from 1926-1937 focused on scientific management; 3) PA as a Political Science from 1950-1970 as it was situated within political science departments; 4) PA as Management from 1956-1970 emphasized organizational theory and management; 5) PA as Public Administration from 1970 onward reestablished PA as an independent field; and 6) From Government to Governance from 1990 which broadened the concept to additional actors. The future of digital governance is also discussed.
The document discusses Friedrich Hayek's work on complex phenomena and spontaneous order in economic systems. It summarizes that Hayek argued the price system and free markets do a remarkable job of coordinating people's actions without being explicitly designed or planned. Hayek viewed the market as a spontaneous order that evolved slowly through human actions and interactions over time. The document also provides brief biographies of several researchers affiliated with the Santa Fe Institute who study economics and complex systems.
Research Evaluation, september 2011, Introducing 'productive interactions' in...Jack Spaapen
This document discusses introducing "productive interactions" as a new approach to assessing the social impact of research. It defines productive interactions as exchanges between researchers and stakeholders that produce knowledge that is scientifically robust and socially relevant.
It proposes assessing three types of productive interactions: 1) direct or personal interactions, 2) indirect interactions through texts or artifacts, and 3) financial interactions through money or contributions. This focuses evaluation on the interaction process between researchers and stakeholders rather than just outcomes. It also aims to overcome issues with traditional social impact assessment like attribution problems and lack of indicators.
The document analyzes examples of productive interactions in case studies of four different research fields to illustrate how the approach could provide more robust social impact assessment than current linear
This document analyzes how companies in developing countries manage their corporate social responsibility efforts. It discusses CSR frameworks and challenges in developing country contexts. The key findings are:
1) Managing CSR in developing countries presents both opportunities and challenges due to factors like poverty, corruption and weak governance.
2) CSR efforts in developing countries emphasize social issues and philanthropy more than environmental or stakeholder concerns.
3) A corporate social responsibility audit can help companies measure their social performance and identify areas for improvement, but developing appropriate audit methods is challenging due to a lack of formal study.
Reflections of Global Financial Crisis on Culture Industry: A Study on Films ...inventionjournals
The aim of the study is to investigate the footprints of culture industry on crisis themed films which produced after the global financial crisis of 2008 erupted first in the U.S.A. and later spread around the world. Examining a social phenomenon (industry and markets) with films (culture) is important because there are commonalities between these variables like mounting technique in the beginning and imaginary character in the present. Internet Movie Database (IMDB) named web site was used as data source to this study. Number of 47 films determined by keywords search in the database and ten films with highest ranking scores (gross revenue, public ratings, metascore, and moviemeter) from number of these 47 titles selected as research sample. Correlation analysis showed no relationship between these revenues and rankings variables. Content analysis conducted on the selected films according to hypotheses of the study. Classification of genres, joint producing companies, outsourcing services, rankings, budgeting and gross revenues are all giving tips about culture industry characteristic of the films. But, productions with critical and historical approaches are exception to these findings.
This document provides an introduction to the course "Introduction to Public Administration" (PAD202) at the National Open University of Nigeria. It outlines the main contents of the course, which are organized into 3 modules covering various units and topics related to public administration. The first module covers the meaning and concepts of public administration, as well as its evolution and ecology. The second module examines public administration as an art or science and discusses its growth, importance, scope and functions. The third module compares private and public administration and analyzes the relationship between public administration and politics, in addition to various theories of public administration.
Sociological Institutionalism argues that institutions shape actor preferences and available choices rather than actors rationally designing institutions. It focuses on how shared understandings, norms, and routines develop through fields and isomorphic processes like mimicry. While providing explanations for stability, it has faced criticism around allowing for innovation and change given its emphasis on taken-for-granted practices and copying between actors. The theory is argued to be most applicable in situations where symbolic dimensions dominate, technical dimensions are immature, or long time frames are considered.
Anthropology and business_8486a2ed-34e5-433a-a31d-b07765c49f75josé bolaños
This document discusses the early relationship between anthropology and business from the 1920s to 1940s. It explores how business interests in the US and Europe influenced the development of anthropology as a discipline. The interactions between anthropologists, businesses, foundations, and governments helped shape anthropology and established precedents that still influence the field today. Examining this early period provides historical context and a less compromised perspective on the ongoing relationship between anthropology and business.
This document discusses the need for a better understanding of institutional analysis across various social science disciplines. It argues that there is currently no consensus on key concepts like "institutions" and how to study them. The document presents a framework with multiple levels of institutional analysis, from more permanent higher levels to more rapidly changing lower levels. Developing a map of the field could help researchers communicate better and advance the study of how institutional configurations influence a society's innovativeness. However, the fragmented nature of universities makes consensus difficult.
This document is a working paper that discusses problem discovery as a collaborative and creative process for finding "real problems" that can lead to innovation. It argues that creative thinking is important for properly framing problems, not just finding solutions. The paper proposes using a "toolbox of convoluted methods" within a collaborative creativity model to systematically search for hidden real-world problems. It aims to illustrate this process as a way to discover "raw diamonds" that can then be crafted into innovative solutions. The goal is to improve understanding of complex systems and problems to enhance the quality of resulting innovations.
Rational choice theory proposes that people make rational decisions based on weighing costs and benefits to maximize personal utility. It is used to explain social change as resulting from individuals making utility-maximizing choices. Critics argue people do not always make decisions through strict cost-benefit analysis. The theory assumes humans are goal-oriented and make rational calculations to optimize pleasure or profit when choosing between alternatives. However, it cannot fully explain phenomena like altruism that are not self-interested.
This document summarizes the key ideas of pragmatism and institutionalism. It discusses the views of early pragmatists like Peirce, James, and Dewey, as well as institutionalist thinkers like Veblen and Polanyi. Some of the main points covered include Veblen's concepts of conspicuous consumption and sabotage, Polanyi's notion of the double movement by which societies protect themselves from the destructive effects of unfettered markets, and his view that different societies develop different varieties of capitalism through re-embedding markets in different ways.
Explain the scope of public administration as a discipline
Explain the scope of public administration AS AN ACTIVITY
IDENTIFY AND DISCUSS THE VARIOUS AREAS WITHIN THE SCOPE OF PUBLIC ADMINISTRATION
This document discusses how political psychology could pay more attention to social and psychological processes involved in responses to innovative laws, particularly those related to sustainability and environmental protection. It argues that different types of legal innovation exist and mobilize different acceptance and resistance processes. The document outlines conceptual tools for examining how people and groups receive legal innovation, drawing on social representation theory and environmental psychology. It proposes a typology of legal innovation based on three criteria: whether the law directly binds individuals or governments, its target (behaviors or intergroup relations), and whether it regulates private or public spheres. Examples are provided from sustainability laws to illustrate differences in acceptance and resistance processes for different types of legal innovation.
This document provides an introduction and literature review for a dissertation assessing the practicality of businesses reducing their negative environmental impact by looking specifically at universities. The introduction outlines the aims and objectives of examining sustainability policies and emissions reduction targets of 5 UK universities over 4 years through interviews with sustainability leaders. The literature review covers definitions of sustainability and sustainable development, the role of businesses in addressing environmental challenges, and how universities may differ from other businesses in promoting sustainability goals.
Causal explanation of social action has been critical to modern and classic sociology because the
most influential causal law of regularity has failed to be fruitful in explaining causal properties and the processes
which form social action. Nevertheless, since the development of social action theory by Max Weber in 1926,
there has been meager development concerning its use for causal investigation in qualitative research. Few
researchers who attempt to use it do not satisfactorily capture the issue of context and process which connect the
events. This article uses comparative case study research to analyze the actions of local politicians and
administrators involved in the planning and decision making concerning the delivery of agricultural extension
services in Tanzania. To be more precise, the analysis focus on the way institutional context determine the
planning process on allocation of resources and the actions of officials involved in the planning of the services.
This document discusses different types of organizations and theories of organization. It defines an organization as a social unit with a management structure that pursues collective goals. The main types discussed are line organizations, staff functions, and line and staff organizations. Prominent organization theories covered include Weber's bureaucracy, scientific management, division of labor, and modernization. The document also discusses advantages and disadvantages of different organization structures like functionalization and committees. Lastly, it outlines the functions of a public administrative organization in development.
The Nature and Scope of Public Administration powerpointJenoAntonioAwid
Public administration refers to the implementation of government policy to serve the public through cooperative efforts. It involves applying laws systematically to achieve common goals. The nature of public administration can be viewed as integral, including all activities from top to bottom in an organization, or managerial, focusing only on managerial activities. The scope of public administration includes both the POSDCoRB view of planning, organizing, staffing, directing, coordinating, reporting and budgeting, as well as considering the subject matter and techniques required for different activities.
This document provides an overview of systems approaches to addressing complex public sector challenges. It discusses the need for systems thinking given increasing complexity in policy issues. Traditional linear and sectoral approaches are often inadequate for "wicked problems" that have many interconnected elements. The document then outlines some of the challenges of using systems approaches in the public sector, such as the difficulty of changing systems that must continue operating. It provides examples of systems approaches being used for issues like child protection, domestic violence, and transportation. The key is focusing on outcomes, bringing together multiple actors, and implementing interventions to transform existing systems into desired future systems. Case studies and emerging evidence suggest systems approaches have potential but also face challenges in public sector contexts.
Why and how does the regulation of emerging technologies occurAraz Taeihagh
This document discusses the regulation of emerging technologies using the multiple streams framework. It introduces a technology stream to the framework to better account for the influence of technological change on policymaking. The document applies this modified framework to analyze the adoption of the EU's General Data Protection Regulation (GDPR), which regulated personal data despite significant opposition. It finds that policy entrepreneurs were able to couple the problem, policy, politics, and technology streams by framing data privacy and legislative harmonization as problems and the GDPR as the solution, leading to its eventual adoption.
The document summarizes the evolution of paradigms in public administration from 1900 to the present. It discusses 6 paradigms: 1) Politics/Administration Dichotomy from 1900-1926 which saw PA emerge as a discipline; 2) Principles of Administration from 1926-1937 focused on scientific management; 3) PA as a Political Science from 1950-1970 as it was situated within political science departments; 4) PA as Management from 1956-1970 emphasized organizational theory and management; 5) PA as Public Administration from 1970 onward reestablished PA as an independent field; and 6) From Government to Governance from 1990 which broadened the concept to additional actors. The future of digital governance is also discussed.
The document discusses Friedrich Hayek's work on complex phenomena and spontaneous order in economic systems. It summarizes that Hayek argued the price system and free markets do a remarkable job of coordinating people's actions without being explicitly designed or planned. Hayek viewed the market as a spontaneous order that evolved slowly through human actions and interactions over time. The document also provides brief biographies of several researchers affiliated with the Santa Fe Institute who study economics and complex systems.
Research Evaluation, september 2011, Introducing 'productive interactions' in...Jack Spaapen
This document discusses introducing "productive interactions" as a new approach to assessing the social impact of research. It defines productive interactions as exchanges between researchers and stakeholders that produce knowledge that is scientifically robust and socially relevant.
It proposes assessing three types of productive interactions: 1) direct or personal interactions, 2) indirect interactions through texts or artifacts, and 3) financial interactions through money or contributions. This focuses evaluation on the interaction process between researchers and stakeholders rather than just outcomes. It also aims to overcome issues with traditional social impact assessment like attribution problems and lack of indicators.
The document analyzes examples of productive interactions in case studies of four different research fields to illustrate how the approach could provide more robust social impact assessment than current linear
This document analyzes how companies in developing countries manage their corporate social responsibility efforts. It discusses CSR frameworks and challenges in developing country contexts. The key findings are:
1) Managing CSR in developing countries presents both opportunities and challenges due to factors like poverty, corruption and weak governance.
2) CSR efforts in developing countries emphasize social issues and philanthropy more than environmental or stakeholder concerns.
3) A corporate social responsibility audit can help companies measure their social performance and identify areas for improvement, but developing appropriate audit methods is challenging due to a lack of formal study.
Reflections of Global Financial Crisis on Culture Industry: A Study on Films ...inventionjournals
The aim of the study is to investigate the footprints of culture industry on crisis themed films which produced after the global financial crisis of 2008 erupted first in the U.S.A. and later spread around the world. Examining a social phenomenon (industry and markets) with films (culture) is important because there are commonalities between these variables like mounting technique in the beginning and imaginary character in the present. Internet Movie Database (IMDB) named web site was used as data source to this study. Number of 47 films determined by keywords search in the database and ten films with highest ranking scores (gross revenue, public ratings, metascore, and moviemeter) from number of these 47 titles selected as research sample. Correlation analysis showed no relationship between these revenues and rankings variables. Content analysis conducted on the selected films according to hypotheses of the study. Classification of genres, joint producing companies, outsourcing services, rankings, budgeting and gross revenues are all giving tips about culture industry characteristic of the films. But, productions with critical and historical approaches are exception to these findings.
This document provides an introduction to the course "Introduction to Public Administration" (PAD202) at the National Open University of Nigeria. It outlines the main contents of the course, which are organized into 3 modules covering various units and topics related to public administration. The first module covers the meaning and concepts of public administration, as well as its evolution and ecology. The second module examines public administration as an art or science and discusses its growth, importance, scope and functions. The third module compares private and public administration and analyzes the relationship between public administration and politics, in addition to various theories of public administration.
Sociological Institutionalism argues that institutions shape actor preferences and available choices rather than actors rationally designing institutions. It focuses on how shared understandings, norms, and routines develop through fields and isomorphic processes like mimicry. While providing explanations for stability, it has faced criticism around allowing for innovation and change given its emphasis on taken-for-granted practices and copying between actors. The theory is argued to be most applicable in situations where symbolic dimensions dominate, technical dimensions are immature, or long time frames are considered.
Anthropology and business_8486a2ed-34e5-433a-a31d-b07765c49f75josé bolaños
This document discusses the early relationship between anthropology and business from the 1920s to 1940s. It explores how business interests in the US and Europe influenced the development of anthropology as a discipline. The interactions between anthropologists, businesses, foundations, and governments helped shape anthropology and established precedents that still influence the field today. Examining this early period provides historical context and a less compromised perspective on the ongoing relationship between anthropology and business.
This document discusses the need for a better understanding of institutional analysis across various social science disciplines. It argues that there is currently no consensus on key concepts like "institutions" and how to study them. The document presents a framework with multiple levels of institutional analysis, from more permanent higher levels to more rapidly changing lower levels. Developing a map of the field could help researchers communicate better and advance the study of how institutional configurations influence a society's innovativeness. However, the fragmented nature of universities makes consensus difficult.
This document is a working paper that discusses problem discovery as a collaborative and creative process for finding "real problems" that can lead to innovation. It argues that creative thinking is important for properly framing problems, not just finding solutions. The paper proposes using a "toolbox of convoluted methods" within a collaborative creativity model to systematically search for hidden real-world problems. It aims to illustrate this process as a way to discover "raw diamonds" that can then be crafted into innovative solutions. The goal is to improve understanding of complex systems and problems to enhance the quality of resulting innovations.
Rational choice theory proposes that people make rational decisions based on weighing costs and benefits to maximize personal utility. It is used to explain social change as resulting from individuals making utility-maximizing choices. Critics argue people do not always make decisions through strict cost-benefit analysis. The theory assumes humans are goal-oriented and make rational calculations to optimize pleasure or profit when choosing between alternatives. However, it cannot fully explain phenomena like altruism that are not self-interested.
This document summarizes the key ideas of pragmatism and institutionalism. It discusses the views of early pragmatists like Peirce, James, and Dewey, as well as institutionalist thinkers like Veblen and Polanyi. Some of the main points covered include Veblen's concepts of conspicuous consumption and sabotage, Polanyi's notion of the double movement by which societies protect themselves from the destructive effects of unfettered markets, and his view that different societies develop different varieties of capitalism through re-embedding markets in different ways.
Explain the scope of public administration as a discipline
Explain the scope of public administration AS AN ACTIVITY
IDENTIFY AND DISCUSS THE VARIOUS AREAS WITHIN THE SCOPE OF PUBLIC ADMINISTRATION
This document discusses how political psychology could pay more attention to social and psychological processes involved in responses to innovative laws, particularly those related to sustainability and environmental protection. It argues that different types of legal innovation exist and mobilize different acceptance and resistance processes. The document outlines conceptual tools for examining how people and groups receive legal innovation, drawing on social representation theory and environmental psychology. It proposes a typology of legal innovation based on three criteria: whether the law directly binds individuals or governments, its target (behaviors or intergroup relations), and whether it regulates private or public spheres. Examples are provided from sustainability laws to illustrate differences in acceptance and resistance processes for different types of legal innovation.
This document provides an introduction and literature review for a dissertation assessing the practicality of businesses reducing their negative environmental impact by looking specifically at universities. The introduction outlines the aims and objectives of examining sustainability policies and emissions reduction targets of 5 UK universities over 4 years through interviews with sustainability leaders. The literature review covers definitions of sustainability and sustainable development, the role of businesses in addressing environmental challenges, and how universities may differ from other businesses in promoting sustainability goals.
Causal explanation of social action has been critical to modern and classic sociology because the
most influential causal law of regularity has failed to be fruitful in explaining causal properties and the processes
which form social action. Nevertheless, since the development of social action theory by Max Weber in 1926,
there has been meager development concerning its use for causal investigation in qualitative research. Few
researchers who attempt to use it do not satisfactorily capture the issue of context and process which connect the
events. This article uses comparative case study research to analyze the actions of local politicians and
administrators involved in the planning and decision making concerning the delivery of agricultural extension
services in Tanzania. To be more precise, the analysis focus on the way institutional context determine the
planning process on allocation of resources and the actions of officials involved in the planning of the services.
This document discusses different types of organizations and theories of organization. It defines an organization as a social unit with a management structure that pursues collective goals. The main types discussed are line organizations, staff functions, and line and staff organizations. Prominent organization theories covered include Weber's bureaucracy, scientific management, division of labor, and modernization. The document also discusses advantages and disadvantages of different organization structures like functionalization and committees. Lastly, it outlines the functions of a public administrative organization in development.
The Nature and Scope of Public Administration powerpointJenoAntonioAwid
Public administration refers to the implementation of government policy to serve the public through cooperative efforts. It involves applying laws systematically to achieve common goals. The nature of public administration can be viewed as integral, including all activities from top to bottom in an organization, or managerial, focusing only on managerial activities. The scope of public administration includes both the POSDCoRB view of planning, organizing, staffing, directing, coordinating, reporting and budgeting, as well as considering the subject matter and techniques required for different activities.
This document provides an overview of systems approaches to addressing complex public sector challenges. It discusses the need for systems thinking given increasing complexity in policy issues. Traditional linear and sectoral approaches are often inadequate for "wicked problems" that have many interconnected elements. The document then outlines some of the challenges of using systems approaches in the public sector, such as the difficulty of changing systems that must continue operating. It provides examples of systems approaches being used for issues like child protection, domestic violence, and transportation. The key is focusing on outcomes, bringing together multiple actors, and implementing interventions to transform existing systems into desired future systems. Case studies and emerging evidence suggest systems approaches have potential but also face challenges in public sector contexts.
Why and how does the regulation of emerging technologies occurAraz Taeihagh
This document discusses the regulation of emerging technologies using the multiple streams framework. It introduces a technology stream to the framework to better account for the influence of technological change on policymaking. The document applies this modified framework to analyze the adoption of the EU's General Data Protection Regulation (GDPR), which regulated personal data despite significant opposition. It finds that policy entrepreneurs were able to couple the problem, policy, politics, and technology streams by framing data privacy and legislative harmonization as problems and the GDPR as the solution, leading to its eventual adoption.
Innovation by putting purpose into practiceThei Geurts
Policies expressed in legislation are the basis upon which public services are built. Therefore one would expect that legislation and innovative use of legislation is a key element in eGovernment initiatives. However, it almost seems that policies and their expressions in legislation live in a parallel universe of the eGovernment universe. eGovernment initiatives usually don’t make a direct connection between purpose (intended effect) and practice (operations and outcome). This affects the overall ability of governments to execute policies and the sustainability of eGovernment initiatives. We conclude that innovation by putting purpose into practice is a game changing Megatrend, a trend that has already started, as research and case studies proof. The ‘alternative’ for not engaging in this trend is unacceptable long cycle times, eroded agility, affected governance and compliance, high costs which are multiplied by doing the same in multiple places, evitable administrative burdens and red tape, decreased productivity gains of rare resources, and various forms of sub-optimization.
Putting purpose into practice by synthesizing policy making and policy execution yields considerable economic and social benefits, as initiatives in The Netherlands proof.
The document discusses innovation design and planning. It explains that innovation requires support from multiple individuals within a company. Ideas become new products and services through collaboration between individuals in different business functions like manufacturing, marketing, sales and distribution. The document then analyzes internal and external factors that shape innovation strategies, including technological change and innovation systems design. It notes that innovation systems design involves idea generation, selection, development and integration into business operations.
This document discusses managing change within organizations. It begins by noting that massive change is impacting all facets of society and creating uncertainty. Technological advances, globalization, and other changes over the past two decades are discussed. The main issue for businesses is how to effectively manage changes. The document then provides an overview of different types and origins of change, including institutional, technological, and social changes. It also discusses how to identify and classify changes in an organization's external environment to better manage changes.
Chapter Five Policy Entrepreneurship and the Common GoodThe qui.docxchristinemaritza
Chapter Five Policy Entrepreneurship and the Common Good
The quintessential problem of politics [is] how to judge rightly the lesser evil, the relatively best, the ends that justify the means and the means themselves….
Mary Dietz
The common good … is good human life of the multitude, of a multitude of persons; it is their communion in good living.
Jacques Maritain
We now turn to policy entrepreneurship, or coordination of leadership tasks over the course of a policy change cycle. Leaders who are policy entrepreneurs—such as Marcus Conant, Stephan Schmidheiny, Gary Cunningham, Jan Hively, and many of their colleagues—are catalysts of systemic change (Roberts and King, 1996). Policy entrepreneurs “introduce, translate, and implement an innovative idea into public practice” (1996, p. 10). Like entrepreneurs in the business realm, they are inventive, energetic, and persistent in overcoming systemic barriers. They can work inside or outside government organizations; unlike Nancy Roberts and Paula King (1996), we do not reserve the term policy entrepreneur for nongovernmental leaders.
The essential requirements of policy entrepreneurship are a systemic understanding of policy change and a focus on enacting the common good. This chapter offers an overview of these two requirements; subsequent chapters are devoted to individual phases of the policy change cycle.
Before going further, we should note that public policy has both substantive and symbolic aspects. It can be defined as substantive decisions, commitments, and implementing actions by those who have governance responsibilities (including, but going beyond government), as interpreted by various stakeholders. Thus public policy is what the affected people think it is, and based on what the substantive content symbolizes to them. Public policies may be called policies, plans, programs, projects, decisions, actions, budgets, rules, or regulations. Moreover, they may emerge deliberately or as the result of mutual adjustment among partisans (Lindblom, 1959; Mintzberg and Waters, 1985). Exhibit 5.1 presents brief definitions of public policy and other key terms in this chapter.
Understanding Policy Change
The policy change process can be described as a seven-phase cycle (Figure 5.1), in which a shifting set of change advocates work in multiple forums, arenas, and courts to remedy a public problem. The phases are interconnected and build on each other, but policy entrepreneurs are seldom able to march through them in an orderly, sequential fashion. In the case of a highly complex public problem such as AIDS or global warming, the cycle (and “re-cycling”) may extend over decades. The effort to enact solutions for less complex problems, such as homelessness in a particular city, may be successful in a much shorter period. No matter what, the same set of leaders and constituents who began a change effort may not be able to see the effort all the way through the cycle. Moreover, new leaders and constitue ...
This document summarizes research on factors that influence the successful implementation of mergers and acquisitions. It reviews literature from economics, finance, strategic management, and behavioral perspectives. Key findings include:
1) Research shows fewer than 20% of mergers and acquisitions achieve their desired objectives due to issues like unrealistic expectations, poor planning, talent loss, and cultural clashes during integration.
2) Significant research has explored factors like organizational culture, personnel morale, and career impacts, but human and organizational dynamics remain less explored than strategic and technological dimensions.
3) A landmark study of over 50 mergers identified problems like underestimating integration challenges, destruction of core competencies, and cultural clashes triggering stress as primary causes of
Social innovation practices in sustainable waste management case study of suc...Ambati Nageswara Rao
This paper aims to understand the role of social enterprise engagement in social innovations that facilitate, promote or challenge the environmental sustainability in Ahmedabad city.
Social innovation practices in sustainable waste management case study of suc...Ambati Nageswara Rao
This document discusses social innovation practices in sustainable waste management through case studies of three successful social enterprises in Ahmedabad, India: Ekam Eco Solutions, Let's Recycle, and Waste-Pro. It analyzes how these enterprises have adopted social innovations to create value from waste, maximize benefits from waste materials and energy efficiency, develop solutions to waste management at scale, and take on leadership roles. The findings reveal how these social enterprises are protecting the environment and promoting sustainability through their innovative waste management solutions.
Applying multiple streams theoretical framework to college matriculation poli...Alexander Decker
This document discusses the application of Kingdon's multiple streams framework to analyze China's college matriculation policy reform for children of migrant workers. It analyzes how the political stream promoted the issue onto the government agenda but failed to enter the decision agenda due to the lack of viable policy alternatives. The article argues that for a proposal to succeed in China it must satisfy necessary criteria and consider institutional obstacles. It concludes that while the multiple streams theory can be applied to China, the absence of strong policy development hindered this reform from being successfully implemented.
Applying multiple streams theoretical framework to college matriculation poli...Alexander Decker
This document applies Kingdon's multiple streams framework to analyze China's college matriculation policy reform for children of migrant workers. It discusses how the problem stream indirectly opened the policy window by raising awareness of the issue, while the political stream directly opened it through organized advocacy efforts. However, the policy stream was absent due to a lack of viable alternatives meeting criteria. As a result, the policy window closed without a policy being adopted, contributing to the reform's perceived failure except in some localities.
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Effects of the Entrepreneurial Environment on Tunisian Individuals’ Decision ...inventionjournals
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This document outlines the key topics to be covered in a Foundations of Public Administration course for BPA students. The course will use lectures, student presentations, open discussions, quizzes and a final exam to address four main questions over four meetings: what is public administration, who are public administrators, why public administration matters, and what are the issues and challenges. Key topics to be covered include the nature, scope and theories of public administration, administrative processes and techniques, human resources management, fiscal administration, regulatory functions, and issues related to accountability, ethics and economic development. Assessment will be based on attendance, quizzes, reports, projects and the final exam.
2An Evaluation of UPSAn Evaluation of UPSs Approa.docxjesusamckone
2
An Evaluation of UPS
An Evaluation of UPS's Approach toward Sustainability
An Evaluation of UPS's Approach toward Sustainability
The ethical dilemma witnessed in UPS provides an essential point of focus in determining the application of strategies in tackling different stakeholder's interests to achieve the objectives of the company. The dealing with the needs of the company must put the interests of stakeholders at stake to ensure that each group is satisfied with the operations of the organization. In the analysis of UPS, it is possible to explain the emerging issues by focusing on various forms of ethics to handle. Examples of ethical factors relevant in this discussion include the utilitarian, virtue, Kantian, and rights approaches (Herschel & Miori, 2017; Kalokairinou, 2018). Solving the ethical dilemma at UPS is possible by an emphasis on identification of the problem, balance sheet approach, engaging people, and the application of ethical reasoning to accomplish the misunderstanding.
Internal and external stakeholders have divergent views regarding the support of sustainable activities to society and the environment. Internal stakeholders include shareholders, the management, the chief financial officer, and other employees while the external stakeholders include the government, environmental agencies, suppliers, and competitors, among others. The major challenge regarding corporate social responsibility (CSR) lies in the use of resources that may not have the required returns from the perspective of the shareholders (Kolk, 2016). The internal environment of the business is likely going to focus on the financial aspects of the firm and the benefits of the shareholders to an extent of suspending sustainability activities as evident in the case study where other workers do not understand the CFO's commitment to CSR. The existence of different ideas regarding the problem in the company makes it necessary to apply approaches that help solve ethical dilemmas.
The four aspects applicable in UPS include debating the moral choice, using the balance sheet approach, engaging individuals at different levels in the organization, and integrating the final resolution into the strategic activities of the management (Herschel & Miori, 2017). It is essential to note that the application of these steps must use provisions of various ethical theories and approaches such as utilitarian, virtue, or Kantianism, depending on the factor that is affecting the organization. According to Kalokairinou (2018), CSR mostly applies the ideals of virtue and utilitarianism because the business enterprise such as UPS must engage in activities that are beneficial to a large number of people to make such an engagement a right. The public, therefore, is an example of the beneficiaries of environmental initiatives that ensure conservation and sustainability.
In the case study, the CFO should debate the moral choices of providing benefits t.
Administrative reform aims to improve the structure, operation, or workforce quality of public sector organizations. Reforms can target objectives like eliminating patronage and corruption, increasing transparency and accountability. However, reforms also have a political dimension and will be viewed differently depending on one's ideology. Reforms are often spurred by crises or pressure from external groups like politicians, inquiries, or international organizations. The impacts of reforms are debated, as changes rarely fulfill all promises but can produce cumulative effects by changing attitudes and framing future analyses over the long term.
Supporting young people to make change happen act knowledge oxfamaustraliaPatrick Mphaka
This document reviews theories of change for supporting young people in creating positive change. It identifies four main outcomes that interventions aim for: 1) Young people participating in political and community decision-making, 2) Being civically engaged, 3) Leading youth-led initiatives for change, and 4) Developing leadership skills. Theories posit prerequisites for these outcomes like empowerment and civic participation building self-esteem. Assumptions around safety and context are important. Evaluations find theories must account for political and social relations to effect change at different levels in varying contexts.
2. From The Editors
The Silicon Valley Review of Global Entrepreneurship Research is a semi-annual scholarly
journal that focuses on theoretical, applied, the pedagogical research in entrepreneurship from an
international perspective. From our geographic editorial home in San Francisco and Silicon
Valley, we intend to highlight current issues that affect the way in which entrepreneurship
impacts our economic and social contexts. We are delighted to have contributing authors from
around the world with expertise in entrepreneurial education, practice, financing, and law.
Submissions to the Journal come from the best papers at the annual San Francisco-Silicon Valley
Global Entrepreneurship Research Conference as well as direct submissions to the editors. We
continually seek out new and vital contributions and encourage prospective authors to contact us
with questions or comments on past and future issues. Format guidelines for submissions are
located on the last pages of each issue. We look forward to hearing from you.
Mark V. Cannice, Ph.D. Associate Professor of Entrepreneurship (cannice@usfca.edu)
Roger (Rongxin) Chen, Ph.D., Professor of Management (chenr@usfca.edu)
Zhan G. Li, DBA, Professor of Marketing (liz@usfca.edu)
University of San Francisco School of Business and Management
www.EntrepreneurshipProgram.org
1
3. Toward a French entrepreneurial model for public policy
implementation.
Yannick Le Guern, Professor-Researcher. Chair for Entrepreneurship HEC-ESCP-
Advancia. European Center for Research in Finance and Management - CREFIGE Paris
9 Dauphine University.
Email : ylg@b1-akt.com
Abstract
In France, state reforms were implemented with many difficulties, social conflicts and
poor results until an entrepreneurial model of public policy implementation be developed.
This model is based on process analysis, actor’s involvement in changes, and
construction of collective entrepreneurial representations. The model’s originality comes
from its maieutics dimension which allow politicians to avoid traditional resistances to
changes modifying the way people see, think and act.
This model called Processual Action Entrepreneuship Model (PAEM) allows to
understand sociological relations of power, to anticipate potential conflicts due to
antagonist interests, rationalities, purposes or attempts. It proposes actions to transcend
and avoid these problems, developing a systemic entrepreneurial organization based on
autonomy, responsibility, involvement, initiatives, management and steering committees.
We will analyse how this model allows to reveal organizational and managerial
dysfunctions and how it gives indications to introduce entrepreneurship in organizations,
in order to contribute to the improvement of the organization’s global performance and
success of changes in a social, durable and ethic perspective.
4. Keywords :
Processual analyze, Entrepreneurship, Organization, Strategy, Public policy
implementation.
Introduction
Reinvention of government, state reforms and public entrepreneurship are a response to
more than two decades of conservative attacks on the efficacy of government and on the
validity of public sector intervention (Frederickson, 1999). Since the administrations of
Ronald Reagan and Margaret Thatcher, efficacy and efficiency are expected from public
policies. In France, reforms were implemented with many difficulties, social conflicts and
poor results until an entrepreneurial model of public policy implementation be developed.
In our article, we will present how this model, called Processual Action Entrepreneuship
Model (PAEM) was elaborated, tested and used by ministerial think tanks to deconstruct
and reconstruct public policy implementation in an entrepreneurial view, thanks to the
construction of collective images and representations. We will show how systemic
entrepreneurship can be implemented and why it can be a way to stimulate innovation,
and discuss the conditions for success. At the end, we will see how our work can be
generalized to a method allowing to conduct changes in favour of entrepreneurship’s
development. We will conclude by providing some first key steps to initiate this process.
Methods /Key Propositions
Data for this study come from two case studies realized after an action-research
conducted for the French Ministries of the Interior and the Equipment from 1999 to 2003.
5. The study focuses on the implementation process analysis of two public policies, both
introducing major changes in strategy, management, organization and culture. The first
one concerns the security of the citizens and the fire department reform. The second deals
with the reform of environmental risks prevention.
Data come from survey responses, semi–structured interviews, and transcripts of work
with project teams involved in the implementation of changes. Interview data were
supplemented by secondary data sources including archival data such as transcripts from
congressional hearings, other published reports and literature. The data reflect that the
construction of an entrepreneurial model for public policy implementation based on
process reengineering and involving actors can improve the efficacy of changes.
The needs for a new entrepreneurial model in public policy implementation
Public policies are confronted to new requirements (Irondelle 2000, Padiloleau & Le
Guern 2000, Bartoli 2004, …) bound to the economic and ideological context, since the
beginning of the years 80, and require competitiveness (Ruffat 2001), economy, efficacy,
and efficiency (Urio, 1999).
Organizational and managerial transformations are wondered in answer to the
environmental mutations (Guéret and al 2001, Crétiéneau 2001), to adapt to the market
(Ruffat 2001). Moreover, laws are not always applied and, the public policies, often
abandoned, delinquent or incomplete. Besides, their implementation often generate
overcosts, overtakings of delays, social conflicts. These inefficiencies of State action are
pointed out every year by the Senate’s Report on Laws’ application, done by the Senate’s
commissions of law application, without the reasons be systematically identified.
6. Facing the new needs of public action (Trosa 1998) as public performance, best
management practices (Bartoli 2004) the bureaucratic taylorism proves to be maladjusted
(Guéret and al 2001), and the public management has to renew itself (David and al.
1995).
Furthermore, it would seem that the state doesn't master to manage the changes that he
leads and doesn't take conscience to ex post consequences of the organizational reforms
(Gaudin 2004) such as social conflicts, or blockage of the reforms (Irondelle 2000).
We will stain to understand why and how the public action needs to be reconsidered
(Duran 1999, Gaudin, 2004) and, how can be integrated and resolute the concrete
problems of public policy implementation (Padioleau, 1982, Finger and Ruchat 1997,
Urio and Hufty 1999, Massardier 2003, Muller and Surel 1998).
Literacy about action is wide. Many authors were interested in showing the specificities
of the public sector and in justifying public intervention (Thiétard 1979, Laufer and
Burlaud 1980, Le Duff and Papillon 1988, Santo and Verrier 1993, Gueret-Talon l995,
Bartoli 2004). Other authors show that some closeness appear because of the constraints
that apply to private and public action (Easton 1965, Malkin and Widawsky 1991, Gibert
and Thoenig 1992, Ruffat and Cannac 2001). For example, the two sectors are submitted
to the rationalization and the efficiency because resources are more and more rare (Aman
2001, Bartoli, 2004).
Nevertheless, public action is forced (Knight 1997) and guided by the resolution of
problems (Hilgartner and Bosk 1988), appearing on the public agenda (Cobb and Ross
1997, Trom and Cefaï 2001, Joly & al 2001,) which requires to understand the
7. conditions of agenda’s setting (Garraud 1990).
It appears that a public problem is a social construction (Hilgartner and Bosk 1988,
Limoges and al 1993, Cefaï 1996) bearer of visions, of world representations (Snow and
al 1986, Ganson and Modigliani 1989).
What is a public’s problem ? A problem is the difference between what “is” and what
“should be” (Padioleau 1981), doubled by different expectations from the stakeholders
(Hilgartner and Bosk, 1988). That’s why some suggest to search for the problems and
solutions with the different actors (Cohen, March and Olsen 1972).
The changes also concern the rules of coordination or" structure" in Chandler's
terminology (1962) that Greenan (1996) definite like : "all modification in the division of
work, in the distribution of the decision power and in the circulation of information ", but
also the rules of incitement nominees as the rules of" management of the human
resources" or management of the employment" (Bar 1999, Bar and Eydou 1999) .The
systems of coordination and incitement must be coherent to be efficient (Aoki 1990,
Havard 2000).
Moreover, the success of the changes is largely bound to the way those changes are
introduced (Bar 1999). A state reform can’t be ballistical (Padioleau, 1982, Wagener,
1998). It is why many authors recommend, in order to facilitate the changes and to avoid
brakes, to imply the actors in the process of change (Garel & Midler 1995, Giard 1999,
Braun 2001, Huron 2001).
The concepts of the Processual Action Entrepreneurship Model :
8. A processual analysis of action
Our reflection framework is the implementation of public policies introducing reforms
and which cause organizational and managerial problems (strikes, resistances, social
conflicts such as ones described by Argirys and Schön (1978, 1995).
The question about concrete action is raised but not resolved by public policy analysis
(Cobb and Elder 1983, Muller and Surel 1998), and by the sociological approach of
public action (Jamous 1969, Padioleau 1982, Cobb and Elder 1983, Simon 1983, Jobert
and Muller 1987, Duran 1999, Massardier 2003, Gaudin 2004).
The public management is enable to face theses problems (Bartoli 2004). It should pass
some actions : to plan, to organize, to coordinate, to order, to control ; to the processes :
finalization, organization, allowance of the means, animation, control (Bartoli 2004).
Thus management by processes is susceptible to satisfy to these new requirements. It also
corresponds to a modern view of control management and steering systems (Anthony,
1993, Bouquin 2003, Lorino 2003, Demeestère 2002, Mottis 2002). For these authors,
management control must integrate measurements of animation, communication,
management and piloting, to encourage the organizational control and the transversality
and, to put in work organizational systems based on the processes.
Business process reengineering and activity based management according to their authors
(Hammer and Champy 1993, Bescos et al, 1999), allow to transgress the partitioning
inherited of the classic models of organization. The organization becomes cross-
functional and activities realized are linked by processes according to a logic of value
creation (Lorino, 1995, Porter, 1995). Furthermore, the objective of a process based
9. management is to improve global performance (Lorino et al 2003).
These methods of action by the processes can be introduced in the public sector, but they
require adaptations (Santo & Verrier 1997, Bartoli 2004). They allow to answer to the
new public needs of efficacy, efficiency, piloting, and performance to participate in State
reforms.
The process of change
The methods of process management are a powerful method of analysis and
understanding of the organizations and their dysfunctions (Van de Ven & Huber 1990).
However they often are unable to implement changes.
For Watkins and Mohr (2001), a processual approach of changes is especially useful to
treat the problems of change implantation like problems due to a insufficient definition of
the targets, or due to the lack of implication of actors, or bad coordination of the
processes.
Different definitions (Harrington 1991, Davenport 1993) and classification (Edward &
Peppard 1997, Rockart & Shorts 1993) have been developed to distinguish the processes.
For example, Davenport (1993) proposes a distinction between the operational processes
and management. Edward and Peppards (1997) underline that all processes have an
operational aspect of management and that the two are tied intimately, and that this
distinction is little convenient to apply. It is why Earl and Khan (1994) make a distinction
between the central processes (core), the processes of support, the processes bound to the
business network and the processes of management.
10. In fact, Akoka and al (2004) show that if some classifications can be useful to create a
conceptual setting or to help to identify the processes, they give little indication on the
manner whose processes must be set in motion and piloted.
Garvin (1998), determine in the literature three main approaches of the organizational
processes. He defines the organizations as interconnected sets of three categories of
process : the operational processes, the behaviour processes and the change processes.
Bourgeois and Eisenhardt (1988) show that, when they are combined, the three types of
process are often complementary and generating of synergies. A combined change of the
processes is considered as essential (Shepherd and al,1994) and the implementation’s
method too (Kettinger and al, 1995, Guha & al, 1993, Manganelli, 1994).
Stakeholder theory and expectations
An identification of the stakeholders and a verification of their expectations is
recommended to implement changes (Edward and Peppards, 1997), and of their
expectations (Benjamin and Levinson 1993, Beckard and Harris 1987).
The involvement of the actors in the change processes is also recommended (Zubbof
1988, Venkatraman 1991, Manganelli 1994).
Although the initial studies in this tradition (Donaldson and Preston, 1995 ; Swanson,
1999 ; Jones and Wicks, 1999) have focused more on bringing together descriptive,
normative and instrumental parts of the theory, a recent concern that emerged for better
understanding of the processes and outcomes related to stakeholder relationships
11. (Mitchell et al., 1997 ; Harisson and Freeman, 1999 ; Agle et al., 1999 ; Friedman and
Miles, 2002).
Stakeholders are defined as being the ensemble of parties who can have an effect on the
company or who can be affected by it (Freeman, 1984 ; Manson and Mitroff 1981 ;
Mitroff 1983, Swanson, 1999, Jones and Wicks, 1999). A stakeholder is defined as an
individual or a group of individuals (formally recognized as such or not), claiming a
share of the value created by the company ‘s production, or holding an interest in the
company’s existence (Donaldson and Preston, 1995). A stakeholder may also be a group
whose contribution is vital for the company’s existence (Donaldson and Preston 1995).
Other theorists (Frooman, 1999) define stakeholders as parties holding resources which
are essential to the company’s existence.
Bypassing the stakeholder theory, for the public policy implementation, the stakeholders
are all the people involved in the implementation or concern by the policy.
Driving changes, leading action
The literature about organizational changes (Lewin 1951, Schein 1985, Tichy and
Devanna 1987, Garvin 1998, Saint-Amand 1998) brings tracks of reflection on the
manner to drive changes, to pilot action and coordinate stakeholders. It integrates the
advances of human resources theory which recommends to imply the actors in changes
(from Mayo E. to, Argyris and Schon, 2002 Mintzberg 1990, Nizet & Pichaud 1995).
Some authors propose to use maieutics methods (Padioleau and Le Guern, 2000, Lorino
2003,) to avoid traditional resistances to changes and human problems of
implementation. The implication of actors, of stakeholders should allow to pass the
12. hostility to the engagement, what facilitates changes (Amiel 1998).
Piloting changes pass by the development of a specific culture, of a system of common
representations, of tacit rules of behavior (Camagni 1991). Courlet (2000) adds that it
implies to define together a knowledge, new behaviors, new practices, and also construct
new collective norms and to encourage the training by the experimentation during the
process of change (Koenig and Thiétart 1994, Vandangeon-Derumez 1998, Senge and al
1999, Lequart 2001).
The phase of implementation constitutes a primordial phase in the systems of public
actions (Vandycke 1978) but the administrative and political headquarters frequently
banish this phase to simple incompatible bursary problems with their level of
responsibilities (Tanguy 1997). The concrete problem of implementation suffers of a lack
of interest for the implementation and the persistence of the bureaucratic taylorism
(Crozier 2001, Bartoli 2004).
Otherwise, for Wilson (1989), the public organisms rarely have simple and clear goals. It
comes because the targets are never univocal and are never fixed, being the result of
social interactions (Wildawski 1979).
The process of change must also be piloted (Guyon, 1997), in order to put in work the
actions of collective coordination and piloting more that the mechanisms of regulation
and control (Solle 2001). The change must be hired, to implant and perpetuated (Piaget
1946, Vendangeon-Derumez 1998, Lequart 2001).
Managing action
13. The managerial action (Padioleau 2004) helps to implement changes. It reduces the
uncertainty while producing the strategic regulation and reduce ambiguousness, while
making emerge common representations, while putting okay the actors on the ideas, the
objectives, the problems. The emergence of these common representations is already part
of the action, because to represent is to act, it is to make some choices (Piaget 1946). To
determine if the managerial action is efficient, that means effective, it is going to be
judged in relation to the realizations and result of the activities.
We realized a two case study in the public sector, analyzing the process of
implementation for two public policies, one on the departmentalization of the fire
services, and the other on the prevention of natural risks. We will verify if an
entrepreneurial method, based on the processes, and implying the actors can allow
to introduce changes on public action. If yes how, and if not why?
We will present how we transformed the traditional methods of process analysis into a
real Processual Action Entrepreneurial Method (PAEM). The PAEM allows to
understand the concrete action systems (Crozier 1963) and political relations in the
organization (Crozier and Friedberg 1977), to determine the conflicts coming from
rationalities, interests, objectives or different expectations. This understanding is used to
anticipate and avoid individual, global and organizational problems, risking to block
action.
Our Model :
A certain number of analyses, methods and techniques try to improve the efficiency of
public policies. We can mention the political science, the organization’s sociology, the
14. public management, the public policies analysis, the assessment of public policies, the
policy design, implementation, streetlevel bureaucraty, backward mapping, etc. Each puts
in light some types of problems of implementation of public policies. We will underline
the insufficiencies of these analyses, before showing how has been constructed and
tested, a global method of action, the Processual Action Entrepreneurial Method.
We will present the manner of which the method has been constructed, tested, and used
by interministerial groups of reflection on concrete cases of public action. These last
concern the implementation of the laws of departmentalization and the prevention plans
of flooding risks. We will analyze in these two cases the managerial, organizational,
structural and sociological transformation of the public action following the use of the
PAEM.
We will see that if the PAEM is used with a system of managerial activation (MAS) and
of piloting (PS), it is a method of understanding and acting on the public policies and its
dysfunctions, on the place of the actors in the process of action, on public policies’
implementation, and on the resolution of conflicts.
Thus, we will study the introduction of new manners to see, to think and to act in the
implementation of the laws before interrogating us on the possibilities and limits of State
modernization thanks to a PAEM.
The first objective is to diagnose the problems of the organization, structural and
contextual in order to solve them. It passes by a double diagnosis, external and internal.
The internal diagnosis starts by an exam of the historicity of management, culture,
structures, and of changes introduced in order to understand and to anticipate the possible
15. problems of entropy. It is enriched by a strategic analysis and aim to make appear the
concrete systems of action, the potential conflicts, the key people of the organization and
the problematic actors. The brakes and levers of change are research. The internal
diagnosis also passes by a diagnosis of management and piloting structures in order to
determine if they are sufficient to implement changes or if they must be modified.
The second objective is to involve the actors, and to encourage entrepreneurial attitudes.
The involvement of the actors in the construction of solutions aims to encourage the
appropriation of the changes. The processual action implies the actors, from the diagnosis
to the implementation of changes by training, reflection and action. Teams-projects are
set up to determine solutions, to implement, pilot, and evaluate.
The third objective is to improve economical and social performances and entrepreneurial
values. The fourth objective is to create an entrepreneurial structure based on an
organizational and managerial piloting system. If the structures of piloting and
management are not able to drive the changes efficiently, they will be modified or
improved. The actions on behaviors must be synchronized with actions on the structures.
The PAEM aims to the :
T R A N S F O R M A T I O N
Structures
Coordination
Pilot activities
A regulation of action
Management
Involvement
Mobilisation of resources : of
utility, persuasion, knowledge,
norms, ideological, axiological
Public policy transformed in process and
conducted as a project
Taking care of ideas, interests, means,
expectations
Process of
operational
activities
Output
outcomes
Contributio
n to value
judgements
O F
B Y
Disparates
representations
Problems,Antagonisms
Conflicts, …
Ambiguïty
Uncertainty
16. The processual action starts with the exam of the contents, that are translated into
activities, realizations, results, judgments. Then, are determined the process of activities,
realizations, results and foreseeable judgments. The processual analysis concretizes the
processes by the introduction of the structures and actors that produce them. The
structures and the actors are joined, considering their respective contributions to satisfy
the expected targets.
Our work, in this optic consisted in : proposing tracks of reflection, then to make
maieutics : to make deliver the minds, to propose a model of analysis allowing to
construct a model of action to the actors involved, to follow and to observe this
construction over the time.
Public policies in our model are designed and implemented as projects. During the
implementation as a project, the actors fit in sequences of interdependent activities
(processes), they contribute, more or less, with efficiency or creating some handicaps, to
realizations (or to the absence of realizations), susceptible to produce the effects, the
Determination
of the
principles of
processual
Building of the
processual
action method
Focus
groups
Implementation
of the public
policies
Collective action of public policy implementation co-construction
17. results expected.
The model : The Diagram of the MAP :
contributions
contributions contributions
activitiesactivities
activities
Processual A ction
Expectations of
Activities
Realisations
Results
The PAEM consists in a framework of analysis of the "context" of the public politics
(ex ante), a processual model of public action, a design of the system of piloting of
the public politics, of the management, and of the implication of the actors.
Firstly, the PAEM allows the analysis of the "context" of the public politics (ex ante) by :
An analyze of the context:
• The construction as public problem, analysis of the setting on agenda, problem or
calm question,
• The decrypting of the speech
• The ideas / the transported representations / the pictures
An analyze of the constraints:
• The understanding of the institution(s) and its/their constraints
• The specific regulations
• The environment
18. An analyze of the stakeholders/ the actors
An analyze of the needs / of the expectations :
• Real / supposed / diagnosed
• The proposed solutions
• The individual interests / collective / the pressures
Secondly, the public action is transformed into a model. The context of intervention and
the different elements with which it is necessary to play are raised.
For that, a processual analysis is done : to determine
• The problems consecutive to the implementation of the law (observation)
• The analysis of the problems
o The constituent problems
o The operative problems
Problems Solutions
Conjuncture Context
Interests
MAP
19. Constituent phenomena
(problems ex ante)
Operatory phenomena
(practical problems)
(cause of)
Context Political games
of actors
Problems of implementation
• The disengagements
• The objectives (ensuing of the previous analysis or the texts of laws) strategic and
the operational objectives
• The translation of the objectives in weightings of activities, of realizations, of
results, of judgments, carried by actors,
• The processes and the contributions to the values
• The levers of action :
o The representations to modify or to use
o The resources / the means
What can result in the diagram according to the set of the detailed processes and
presented individually of the following manner:
Targets
activities
actors
Realization(s)
Result(s)
Positive or negative
contribution to the value
creation
20. Evaluation indicators
(Costs, delays, quality)
Stakeholders expectations
Judgments
Risks
After the processual analysis we can proceed to the preparation of processual action
determining the piloting system to construct and the system of management and
actors involvement to develop
In this model fits a system of piloting, management and involvement of the actors
baptized SAM (system of managerial activation) permitting to bind the new
representations of public action to new management practices.
The processual action allow to conceive, to foresee and to guide public policies national,
transnational, local, while implying the actors, developing :
• representations as a processual action public method so-called PAEM
• the systems of managerial activation(SAM) - devices of piloting, control panels,
management, etc.
The model and devices depend on the institutional and organizational surroundings in
which they fit. (cf represents).
21. institutional and organizational surroundings
PA E M ( P rocessual A ction M ethod)
E N TR E PR E N E U R IA L
A C T IO N
S M A (S ystem of M anagem ent A ctivation
The system of managerial activation uses several resources of utility, persuasion,
knowledge, normative, constraint, axiological. It also manipulate several levers of
deal, influence, cognitive, authority, power or axiological, to palliate the problems of
links between people, spontaneous or institutionalized. Besides, the reports of influence,
of persuasion, are not only a business of communication.
The MAP can be synthesized thus by the following diagram. In this diagram is taken into
account the dynamic dimension, all is" slippery ", that is to say susceptible of
modifications, of corrections : the objectives, the weightings, even the means, the
actors…
22. Entrepreneurial model of public policy implementation
The empirical results :
The first result is the construction of the first entrepreneurial method of public policy
Actors
Expectations
Means
Aims, global Targets
Representations
images
Ideas :
Solutions
Institutions
Reglementation
Context
Agenda
Environment
Needs
Problems
Intests, pressures,
lobbying : individuals
d ll ti
Ideas Representations,
images
Expectation of action,
measures, performance.
Problems
Activities
Performances,
indicators
Judgements
outcomesouputs
Contribution to
value
Operation
nal
Targets
Steering system
Management system
Definition of
goals with the
futures actors /
publics
P
R
O
C
E
S
S
23. implementation: the Processual Action Entrepreneurial Method. It is an entrepreneurial
model because :
• It develops an entrepreneurial organization, more transverse, flexible, reactivate.
• It decreases the number of hierarchical levels.
• It is based on a gait project and is centered on an integrated piloting system by
process which.encourages the development of entrepreneurial expertise.
• It is based on a participative management developing the autonomy, the
responsibility and the self-control, the initiative, the training of the actors.
• It leans on and develop the entrepreneurial values: initiatives, autonomy,
creativeness, solidarity.
• It develops collective representations based on values of Republican public
action: human, societal, responsible.
Secondly, the construction and the application of this method allowed to avoid many
problems such as social conflicts, resistances on changes, overdelays or overcosts, but
generated others, showing that ideal and fully efficient method doesn't exist.
Indeed, we have seen it was necessary to imply the actors to understand, to construct, but
also to implement changes. However, all the actors have not been implied all along the
process of reflection to the setting in work. The number of the actors of the peripheries,
present in the groups of work, is reduced voluntarily, and only some actors (like directors
or CEO’s) attend to the set of the meetings allowing them to have a follow-up and a
24. global and exclusive understanding, reinforcing their authority.
Our case studies showed that the use of a process gait should be considered with a
parallel modification of the organizational, controls, management, piloting structures.
However, if the changes of organizational structures, control, and piloting is necessary to
the implementation and to the achievement of the processual methods, it doesn't
necessarily take place, and the steps remain incomplete.
Besides, we observed that the traditional structures are not changed, but are reinforced by
the acquirement, the appropriation of a new knowledge, of new methods of management
by the managers, and their non-diffusion, or partial diffusion, to the lower echelons,
increasing the difference of expertise, between the direction and the staff.
Our case study showed that it is possible to integrate the implementation in the
formulation of a public policy, to encourages its application. We corrected some of the
problems of the processual methods as while raising another. A new constraint of the
reforms, of the changes appears : what the clients wish, what they want to be held or not,
by people they are taking to solve the problem (internal or external consultant), the cost
of works and their length in the time.
If the traditional reefs of conception and implementation of the processual or BPR
methods seem to have been corrected, other explanatory factors of the failure of
processual methods must be found : type of organization, level of managerial culture, will
of reform, political will…
The implementation of deep changes can be complete and successful, it must pass by a
correlative modification of the systems of control, piloting, and management. If one of
25. the measurements is absent the success of the method will be only partial or, more
precisely, will be efficient but not to reach the displayed objectives.
The State has the capacity to introduce new methods of management to change partially,
to reform itself, but slowly, and the gains of efficiency are diluted in the creation of new
structures, and not truly integrated to the structure of piloting and control.
Conclusion / results
French State passed through all its crises (Ruffat 2001). Its capacity to survive the crises,
became its main strategic asset. The permanence of the State is revealed in the
permanence of its structures (Joncour and Verrier, 2001). The State changes to reproduce
a decision structure of high degree of order (Lemarignier, 1970).
Cynical question : does governants want to apply the laws that are voted ? Cynical
answer : not necessarily : the costs of application could be too important, politically it is
not necessarily the moment (approach of elections…), or the law doesn't make
necessarily part of the priorities of the political agenda.
Furthermore, when a law is voted, its implementation is not thought, or rather not
thinkable (it would be necessary to search for new compromises with new actors). As a
result, the application of the law is delayed because it needs to be explained, and decrees
must solve concrete problems of action what causes over delays and inefficiency.
It is why Santo and Verrier (1997) advance that the risks and dangers associated with the
implementation of public policies are so numerous and so serious that it seems a miracle
that a public politics saw the day. We are more gladly in the speeches about reforms, that
26. in reforms themselves (Crozier 2000). Nevertheless, some changes are possible with the
help of new entrepreneurial methods.
Implications for Research
Our model called Processual Action Entrepreneuship Model (PAEM) (Le Guern, 2000)
has allowed to understand sociological relations of power, to anticipate potential conflicts
due to antagonist interests, rationalities, purposes or attempts. Also, it proposes actions to
transcend and avoid these problems, developing a systemic entrepreneurial organization
based on autonomy, responsibility, involvement, initiatives, management and steering
committees instead of execution and control.
This model allowed to reveal organizational and managerial dysfunctions. It also gave
indications to introduce entrepreneurship in organizations, in order to contribute to the
improvement of the organization’s global performance and success of changes in a social,
durable and ethic perspective. The introduction of PAEM and the modifications of the
way people see, think, and act has developed entrepreneurial spirit in public sector.
However, entrepreneurial actions were confiscated by top managers and systemic
entrepreneurship and not extended to all actors or middle managers. Nevertheless, such
an entrepreneurial model of implementation succeeded in introducing performance,
efficacy and allowed to detect and reinforce entrepreneurial potentials.
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