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The Public Administration–Politics Dichotomy
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New Public Governance theory increases citizen participation and expands bureaucrats’ roles in the work of government. Citizen participation creates new mechanisms for citizens to influence the policy process. Bureaucrats’ expanded roles allow for broader bureaucratic discretion over policy implementation. When citizens' and bureaucrats' views on public management decisions collide, whose views prevail? Do citizen volunteers or bureaucrats have greater influence over public decisions? We answer this question by studying the U.S. Department of Energy's initiative to engage citizens in environmental clean‐up decisions. We assess ten years of meeting records and administrative decisions using a three‐step, mixed‐method analysis to identify, weigh, and test the influence of citizen participation and bureaucratic discretion. The results indicate that while citizen participation matters, bureaucratic discretion has a more significant influence over administrative decision‐making. The findings expose holes in New Public Governance theory, which has implications for democracy and demands deeper thought into structuring citizen participation. This article is protected by copyright. All rights reserved.
In this article we address the elaboration of the central concepts of a theory of networks and of network management. We suggest that the network approach builds on several theoretical traditions. After this we clarify the theoretical concepts and axioms of the policy network approach and argue that this framework has important explanatory power both on the level of strategic interaction processes as well as on the level of institutional relations. We argue that governments special resources and its unique legitimacy as representative of the common interest make it the outstanding candidate for fulfilling the role of network manager, a role which means arranging and facilitating interaction processes within networks in such a way that problems of under or non representation are properly addressed and interests are articulated and dealt with in an open, transparent and balanced manner.
How effective are procedural controls? Why are they effective or ineffective? One way politicians and courts try to influence the decisions of administrative agencies is by imposing procedural requirements on the agency decision process. During the 1960-1990 time period, Congress and the courts imposed a succession of increasingly rigorous procedural requirements on the Federal Energy Regulatory Commission's hydroelectric licensing program in an attempt to make the agency more responsive to environmental concerns. In this paper, I examine the agency's reaction to these three "procedural controls" in an attempt to explain why these attempts met with only limited success. I find that each time Congress or the courts imposed a new procedural requirement on the FERC decision-making process, the agency was able to construe the new requirement narrowly and to use its retained substantive discretion to minimize the policy effects of the new procedures.
Public management has been rapidly developing as a subfield. Since other recent reviews have discussed many disciplinary and paradigmatic issues, this one concentrates on developments in research on the distinctive characteristics of public managers and the organizations in which they work. It takes aframework developed over a decade ago to describe propositions about public managers and organizations prevalent at that time, and describes how those observations have fared in conceptual and empirical work since then.
This article discusses empirical research findings indicating that complexity is a dominant characteristic in local government change and addresses that the current complexity sets limits to rational reform processes and gives way to political leadership.During the recent decade, intermunicipal co-operation has emerged as a major issue in local governance in Finland. Despite the fact that the need for intense co-operation is acknowledged in most surveys, practical steps are often difficult to take due to complexity of the interorganizational action. Actors come upon complex situations involving many issues; situations where the issues are continuously changing and complicatedly interdependent. Circumstances are further blurred by the fact that actors often hide their preferences.In the changing local governance, complexity, paradoxes and uncertainty decrease the prospective of managerial and expert knowledge, because rational calculations do not give definitive support for decision making. From this perspective, we have reached the limits of rational, clear-cut reforming. More than before, the implementation of change depends on the emergence of political leaders willing and able to take responsibility for reforms.
The American administrative state is a feature of the new liberalism
that is largely irreconcilable with the old, founding-era liberalism. At
its core, the administrative state, with its delegation of legislative
power to the bureaucracy, combination of functions within bureaucratic
agencies, and weakening of presidential control over administration
undercuts the separation-of-powers principle that is the base of the
founders' Constitution. The animating idea behind the features of the
administrative state is the separation of politics and administration,
which was championed by James Landis, the New-Deal architect of the
administrative state for President Franklin Roosevelt. The idea of
separating politics and administration, and the faith such a separation
requires in the objectivity of administrators, did not originate with
Landis or the New Deal but, instead, with the Progressives who had come a
generation earlier. Both Woodrow Wilson and Frank Goodnow were pioneers in
advocating the separation of politics and administration, and made it the
centerpiece of their broad arguments for constitutional reform.
Parliamentary democracy has been widely embraced bypoliticians and especially by the scholarly communitybut remains less widely understood. In this essay, Iidentify the institutional features that defineparliamentary democracy and suggest how they can beunderstood as delegation relationships. I proposetwo definitions: one minimal and one maximal (orideal-typical). In the latter sense, parliamentarydemocracy is a particular regime of delegation andaccountability that can be understood with the help ofagency theory, which allows us to identify theconditions under which democratic agency problems mayoccur. Parliamentarism is simple, indirect, andrelies on lessons gradually acquired in the past. Compared to presidentialism, parliamentarism hascertain advantages, such as decisional efficiency andthe inducements it creates toward effort. On theother hand, parliamentarism also implies disadvantagessuch as ineffective accountability and a lack oftransparency, which may cause informationalinefficiencies. And whereas parliamentarism may beparticularly suitable for problems of adverseselection, it is a less certain cure for moral hazard.In contemporary advanced societies, parliamentarism isfacing the challenges of decaying screening devicesand diverted accountabilities
Collaboration between organizations on different continents can raise issues of economic development, health, the environment, risk sharing, supply chain efficiency and human resource management. It is an activity that can touch upon almost every aspect of business and social life. In this notable text, the authors combine rigorous theory with practical examples to create a useful, practical, one-stop resource covering topics such as: the principles of the theory of collaborative advantage managing aims membership structures and dynamics issues of identity using the theory. The key features of the book include rich theory, drawn directly from practice, explained in simple language, and a coherently developed understanding of the challenges of collaboration, based on careful research. This significant text will be an invaluable reference for all students, academics and managers studying or working in collaboration.
LIVE BLOG: Fox News hosts virtual coronavirus town hall with President Trump
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Politics and administration
- F J Goodnow
Goodnow, F. J. (1900). Politics and administration.
New York: Macmillan.
Why a constitutional approach matters for advancing new democratic governance
- S P Newbold
Newbold, S. P. (2014). Why a constitutional approach
matters for advancing new democratic governance.
In D. Morgan and B. Cook (Eds), New public governance: A regime-centered perspective (pp. 13-22).
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The study of public administration
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Random House.
WHO Director-General's statement on IHR Emergency Committee on Novel Coronavirus (2019-nCoV)
World Health Organization (2020, January 30). IHR
emergency Committee on Novel Coronavirus (2019-ncov). WHO Director-General's statement on IHR
Emergency Committee on Novel Coronavirus
(2019-nCoV). Retrieved September 13, 2021, from
https://www.who.int/director-general/speeches/
detail/who-director-general-s-statement-on-ihremergency-committee-on-novel-coronavirus-(2019-ncov).
Squandered in real time": How public management theory underestimated the public Administration-Politics dichotomy. The American Review of Public Administration
- S L Young
- K K Wiley
- E A M Searing
Young, S. L., Wiley, K. K., and Searing, E. A. M.
(2020). "Squandered in real time": How public
management theory underestimated the public
Administration-Politics dichotomy. The American
Review of Public Administration, 50(6-7), 480-488.
https://doi.org/10.1177/0275074020941669.