Memorandum assignment

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Liberty University *

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Apr 3, 2024

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1 Administrative Memorandum: Public Management Assignment Austin Crabtree Helm’s School of Government, Liberty University PADM 620: Public Administration Praxis: Legal & Contemporary Issues Dr. Esechie February 11, 2024

2 Memorandum TO: Dr. Esechie FROM: Austin Crabtree SUBJECT: Administrative Memorandum: Public Management Assignment DATE: February 11, 2024 Public administration has evolved drastically throughout history to become what it is today. During that history, studies have been conducted to help develop new strategies and practices to help serve the public more efficiently. Over the course of public administration history and the studies done by researchers, the government has transitioned from traditional public administration concepts to new public management concepts. As society and culture changes through the years, the way public administration and management operates needs to change with it to better serve everyone. The roles of government, citizens, businesses, and non- profit organizations in traditional public administration as well as new public management will be discussed in this memorandum. Biblical values and principles relating to theses concepts will also be evaluated. Traditional Public Administration The concept of public administration has been around for many years and can be defined by Shafritz (2011) as “a periodic paradigm, as it can be defined from the political, legal, administrative and professional perspectives” (p. 28). Max Weber is credited as being essential to the structure of traditional public administration because it uses his model of bureaucracy.

3 According to Bryson et al., traditional public administration came about in the late 1900’s ‘matured’ due to social challenges such as industrialization, concern over market failures, urbanization, and the belief and faith in progress and science. Weber’s principles were used to create agencies that then created policies and procedures that would affect the lives of citizens and their needs. According to Bryson et al., support for traditional public administration rose after several wars and allowed for a strong trust in the government. Government’s role in traditional public administration was how elected officials implemented and determined goals. “Government agencies were the primary deliverers of public value through the way they designed and implemented politically defined objectives” (Bryson et al., 2014, p. 446). Citizens play a vital role in traditional public administration as they are the ones who vote. Their role can simply be described as voter, client, and constituent. Citizens also play a role in traditional public administration by being business owners or volunteers for non-profit organizations. Business’ role in traditional public administration is providing goods and services to citizens and helping the economy. Many businesses also use the structure of traditional public administration in the structure of their organization and how it is run. Non-profit organizations also have their own role within traditional public administration. Jennifer Alexander writes in her article The Impact of Devolution of Non-Profits that in the 1970’s “nonprofits were the backbone of the government’s social service delivery” and that “the non-profit sector has continued to serve as the last public safety net for our most vulnerable populations”. Non-profits receive some government funding and were essential at one time to the traditional public administration. However, Alexander states that non-profits funding from the government has decreased over the years. New Public Management

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4 The concept of new public management became a direct competitor to the traditional public administration in more recent years. Erwin Ferlie defines new public management in his article The New Public Management and Public Management Studies as having these seven principles: “(a) “hands on” professional management, (b) explicit standards and measures of performance, (c) greater stress on output-based controls (since results now matter more than process), (d) a disaggregation of units in the public sector, (e) more competition within the public sector itself, (f) more private-sector-style management practice (including “flexible” human resource management), and (g) the pursuit of efficiency and “doing more with less.”” (2017, summary section) New public management uses these principles to attempt to correct some of the shortfalls that came with traditional public administration. According to Bryson et al., in traditional public management, the government’s role is to ‘row’ by implementing ideas and policies, however, in new public management, the governments role is to “steer not row” (p. 446). Jan-Erik Lane states that the government’s role in new public management is to allocate goods and services, income maintenance, and the regulation of markets and the private sector (2000, p. 9). Citizens play a different role in new public management than they did in traditional public administration. In new public management, citizens are seen as customers who buy the goods that the government has allocated for them. Government uses markets and competition as a way to deliver their services to its ‘customers’ rather than citizens (Bryson et al., 2014). The role of businesses in new public management is also different than the role played in traditional public administration. In new public management, businesses are rewarded with government contracts and outsourcing. Pfiffner (2004) argues that private-sector businesses run more efficiently than

5 government and the government contracting with those business saves tax payer money. Non- profit organizations have their own role within new public management as well. Non-profits have benefited greatly under new public management and have found more prosperity with government outsourcing. Almog-Bar (2018) states that non-profits have grown under new public management due to “strategic planning, management by objectives, and incentive-based reward systems into the administration of the public sector” and that the government has favored outsourcing to non-profits. Biblical Principles There are several Biblical principles that can be applied to these concepts of public administration. With any form of leadership or administration, the public expects the best and highest standards. As Christians in a public administration setting, those standards should be held to an even higher degree. Galatians 6:9 says, “Let us not lose heart in doing good, for in due time we will reap if we do not grow weary” (New American Standard Bible, 1971/1995). Leaders in public administration settings should not lose hope that the good they are doing for the public will be beneficial to them. Citizens, businesses, and non-profit organizations should also understand that the people in leadership roles of their community are put there for a purpose and that they are there for their good. Romans 13:1 says, “Every person is to be in subjection to the governing authorities. For there is no authority except from God, and those which exist are established by God” (New American Standard Bible, 1971/1995). We are subject to the authorities that God has put in place, and we should do our best to honor those authorities as it is honoring to God.

6 References Alexander, J. (1999). The impact of devolution on nonprofits. Nonprofit Management and Leadership , 10 (1), 57–70. https://doi.org/10.1002/nml.10105 Almog-Bar, M. (2018). Civil Society and Nonprofits in the age of new public governance: Current trends and their implications for theory and Practice. Nonprofit Policy Forum , 8 (4), 343–349. https://doi.org/10.1515/npf-2018-0004 Bryson, J. M., Crosby, B. C., & Bloomberg, L. (2014). Public Value Governance: Moving beyond Traditional Public Administration and the New Public Management. Public Administration Review, 74(4), 445–456. http://www.jstor.org/stable/24029426 Ferlie, E. (2017). The New Public Management and Public Management Studies. Oxford Research Encyclopedia of Business and Management . https://doi.org/10.1093/acrefore/9780190224851.013.129 Lane, J.-E. (2000). New Public Management: An introduction (1st ed.). Routledge. New American Standard Bible. (1995). Thomas Nelson. (Original work published 1971) Pfiffner, J. P. (2004). Traditional Public Administration versus The New Public Management: Accountability versus Efficiency . Encyclopædia Britannica. https://www.britannica.com/topic/governance/The-new-public-management Shafrıtz, J. F., Vd. (2011). Introducing Public Administration. Seventh Edition, Longman

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