INTERNATIONAL UNIVERSITY OF JAPAN



INTERNATIONAL UNIVERSITY OF JAPAN

Public Management and Policy Analysis Program

Graduate School of International Relations

DCC5330 (2 Credits)

Public Management

Fall 2014

Week0: Weekly Memo Template

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The presence of various hybrid organizations providing public services makes it difficult to draw a clear line between public and private organizations. Perry and Rainey (1988) offer a typology combining ownership, financing, and types of social control and identify the continuum between two extreme forms of public and private organizations. Public and private distinction needs certain dimensions (e.g., size, goods and services to be produced, function, and other key features like ownership) to be compared.

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Wilson describes the nature of public administration as “Administration … is government in action; it is the executive, the operative, the most visible side of government, and is of course as old ad government itself” (p.198). “Public administration is detailed and systematic execution of public law. Every particular application of general law is an act of administration. … but the general law which direct these things to be done are as obviously outside of and above administration. The broad plans of governmental action are not administrative; the detailed execution of such plans is administrative” (p.212). However, public managers should not remain passive and simply execute what is ordered by politicians and Congress. He notes, “… because administrator should have and does have a will of his own in the choice of means for accomplishing his work. He is not and ought not to be a mere passive instrument” (p.212).

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Question/Discussion:

Behn (1995) identifies three big questions in public management: micromanagement, motivation, and measurement. The last two questions sound quite general, but the first question seems by and large unique in America. How can we reformulate the micromanagement question in Asian context?

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