Training Public Administrators Around the World:

358 Pages·2000·1.33 MB·English

by  Stuart S. Nagel

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