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Training Public Administrators Around the World: PDF

358 Pages·2000·1.33 MB·English
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Cover Training Public Administrators Around the title: World author: Nagel, Stuart S., 1934- publisher: Greenwood Publishing Group isbn10 | asin: 1567202985 print isbn13: 9781567202984 ebook isbn13: 9780585384450 language: English Public administration--Study and teaching, subject Public officers--Training of. publication date: 2000 lcc: JF1338.A2T73 2000eb ddc: 352.6/69 Public administration--Study and teaching, subject: Public officers--Training of. Page i TRAINING PUBLIC ADMINISTRATORS AROUND THE WORLD Edited by Stuart S. Nagel Page ii Library of Congress Cataloging-in-Publication Data Training public administrators around the world / edited by Stuart S. Nagel. p. cm. Includes bibliographical references and index. ISBN 1–56720–298–5 (alk. paper) 1. Public administration—Study and teaching. 2. Public officers— Training of. I. Nagel, Stuart S., 1934– JF1338.A2T73 2000 352.6′69 21—dc21 99–045494 British Library Cataloguing in Publication Data is available. Copyright © 2000 by Stuart S. Nagel All rights reserved. No portion of this book may be reproduced, by any process or technique, without the express written consent of the publisher. Library of Congress Catalog Card Number: 99–045494 ISBN: 1–56720–298–5 First published in 2000 Quorum Books, 88 Post Road West, Westport, CT 06881 An imprint of Greenwood Publishing Group, Inc. www.quorumbooks.com Printed in the United States of America The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization (Z39.48–1984). 10 9 8 7 6 5 4 3 2 1 Copyright Acknowledgments The editor and publisher gratefully acknowledge permission for use of the following material: Quoted Excerpts and the Model of Administrative Capacity by Tung-Wen Sun and John J. Gargan from “Determinants of Administrative Capacity: The Case of Taiwan,” International Review of Administrative Sciences 59, pp. 277–290 (1993). Used by permission of International Review of Administrative Sciences. Figure by Lapido Adamolekun from “Institutional Perspective on Africa’s Development Crisis,” and quoted excerpts from “Institutional Framework,” The International Journal of Public Sector Management, vol. 3, no. 2, pp. 5–16 (1990). Used by permission of The International Journal of Public Sector Management and MCB University Press. Quoted Excerpts by Peter K. W. Fong from “Training as an Instrument for Organizational Change in Public Administration,” Handbook of Comparative Public Administration in the Asia-Pacific Basin, eds. Hoi- kwok Wong and Hon S. Chan (1999). Used by permission of Marcel Dekker, Inc., New York. Page iii Dedicated to the public administration people who shaped my awareness of the field, including Chet Newland, Jack Rabin, Herbert Simon, Dwight Waldo, Leonard White, and Aaron Wildavsky Page iv This page intentionally left blank. Page v Contents Introduction 1 Stuart S. Nagel Part I Asia 1 Public Administration in Australia: The Changing Paradigm 11 Allan Peachment 2 The Development of New Public Administrators in the Hong Kong Special Administrative Region 33 Peter K. W. Fong Part II Europe 3 Education for Public Administration in Slovenia 61 Miha Brejc 4 The Challenge of Training in the Transition from Communism 75 Artashes Gazaryan and Jurgita Kersyte Part III Latin America 5 Human Resources and Argentine Public Administration 89 Laura Zuvanic and Graciela Guidobono Page vi Part IV Middle East 6 Training Public Employees in Saudi Arabia 109 109 Mohammed Al-Bishi Part V North America 7 Action Training for Administrative Reform Yves Poulin 125 8 John Dewey, Democratic Values, and Social Change in Public- Administration Education Laurance R. Geri 161 Selected Bibliography 171 Index 177 About the Editor and Contributors 183 Page 1 Introduction Stuart S. Nagel This volume deals with the important subject of training public administrators around the world. It is organized into sections on Asia, Europe, Latin America, the Middle East, and North America. The key subjects in training public administrators are (1) the roles of ideology and technology, (2) personnel administration, and (3) financial administration. For each of these three controversial areas, the ideal solution might be one in which all major sides come out ahead of their best initial expectations. That is a win–win solution. We can now give a brief example for each of these three subjects. The following points clarify the letters, numbers, and scoring used in the tables presented in this Introduction: 1. Symbols in these tables include C (conservative), L (liberal), N (neutral), S (super-optimum), 1 (group 1), and 2 (group 2). 2. The 1 to 5 scores showing relations between alternatives and goals have the following meanings: 5, the alternative is highly conducive to the goal; 4, mildly conducive; 3, neither conducive nor adverse; 2, mildly adverse; and 1, highly adverse. 3. The 1 to 3 scores showing the relative weights or multipliers for each goal have the following meanings: 3, this goal has relatively high importance to a certain ideological group; 2, relatively middling importance; and 1, relatively low but positive importance. 4. A single asterisk shows the winning alternative on the column before considering the super-optimum alternative. A double asterisk shows Page 2 IDEOLOGY VERSUS TECHNOLOGY Table I.1 analyzes the problems of ideology versus technology in Chinese public administration. From the establishment of the People’s Republic of China to about 1980, the emphasis was on ideology in evaluating alternative ways to implement government programs. That meant referring to Mao, Marx, and Lenin or interpreters of them. The result in personnel management was to emphasize hiring on the basis of ideological loyalty and party enthusiasm rather than technical skills. From about 1980, an increased emphasis was placed on knowledge of economics in administering a business program, engineering and physics in administering an energy program, or other substantive fields for other programs. Table I.1 Ideology versus Technocracy in Chinese Public Administration L Goal C Goal Efficiency & N Total L Total C Total Equity Effectiveness (neutral (liberal (conservative C=3 L=1 C=1 L=3 weights) weights) weights) C Alternative 4 2 12 10 Ideology 14* L Alternative 2 4 12 10 Technocratic 14* N Alternative 3 3 12 12 12 Compromise S Alternative 5 5 20 Both simultaneously 20** 20** Note: Public administration especially refers to personnel management and public finance. In the context of personnel management, ideology in the 1970s emphasized Communist Party loyalty. In the 1980s, technocracy emphasized

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Among the most intractable problems in the public sector is how to train effective administrators. Nagel and the contributors to this wide-ranging investigation show how worldwide the training problem is, and how critical is the need to solve it. Included here are discussions of, among other issues,
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