0316Airports and Airport Systems--Organization Administration
Globalization, Organization, and Public Administration
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Transcript of Globalization, Organization, and Public Administration
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Presenter:Engr. Marvin Darius M. Lagasca
Professor: Jo B. BitonioME 215 Management of Change & Transition
Globalization, Organization, and PA
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GLOBALIZATIONDefinition:The movement towards the expansion of
economic and social ties between countries through the spread of corporate institutions and the capitalist philosophy that leads to the shrinking of the world in economic terms.
describes the process by which regional economies, societies, and cultures have become integrated through a global network of political ideas through communication, transportation, and trade. (wikipedia)
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Globalization is Made Possible by:
Technology
Communication networks
Internet access
Growth of economic cooperation (APEC,
EU, NAFTA, WTO, etc.) and movement to
free trade
Collapse of ‘communism’
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GLOBALIZATION AND ORGANIZATIONS
What changes has GLOBALIZATION brought about in the structure and design of bureaucratic ORGANIZATIONS?
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WEBER’S BUREAUCRATIC ORGANIZATION
FEATURES:
Hierarchical
Centralized
Division of Labor
Authoritarian
Rigid Adherence to Rules and Procedures
Impersonal Relationships
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Advantage: It has the promise of stability, order, precision, and predictability.
Disadvantage: Too slow and too rigid, and therefore inappropriate to the demands of Globalization.
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FEATURES & FORMS OF GLOBAL ORGANIZATIONS
A. NETWORK ORGANIZATIONSRather than perform the entire sequence of
functions from planning, researching, designing, manufacturing, and marketing a product, organizations are LINKING with other organizations with the expertise for specific projects.
Network organizations utilize the expertise of their partners.
This is much faster and more flexible than the Weber type of organization.
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B. CELLULAR ORGANIZATIONSAnalogous to the living organism, the cell,
which can perform all the functions of life but by interacting with other cells, is able to do more complex functions.
A cellular organization is made up of autonomous business units or self-managed teams that interact with other cells in order to become a more competent organization.
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C. VIRTUAL ORGANIZATIONE-mail, mobile phones, computers, fax
modems, and video conferencing dispense with requiring people to be together in the same place at the same time.
Some entrepreneurs now have office addresses located in prestigious business districts like Makati that may appear impressive in business cards but are actually only virtual offices that perform as mail forwarders or message centers.
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D. OTHER FORMS OF ORGANIZATIONSJoint Ventures and Strategic Alliances - cooperative arrangements that adopt a
collective strategy enabling organizations to enter new markets, both domestic and global.
Modular Corporations-subcontracts all non-core activities, like computer operations, cafeteria, security services, and janitorial services to outsiders.
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Regardless of the structure adopted, the trend
is toward flat organizational structures and
less hierarchy, less centralization of
authority, less rigidity and more flexibility
and dynamism.
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GLOBALIZATION AND PUBLIC ADMINISTRATIONThe private sector has changed and adopted
with the trends set by Globalization. Will the public sector follow suit?
What are the challenges set by Globalization to Public Administration?
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Challenges to Public Administration
Hierarchical, centralized bureaucracies designed in the 1930s or 1940s simply do not function well in a rapidly changing, information-rich, knowledge-intensive society and economy today.
-Osborne & Gaebler from their book Reinventing Government
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Osborne and Gaebler suggest that governments should:
1) steer, not row (or as Mario Cuomo put it, "it is not government's obligation to provide services, but to see that they're provided")
2) empower communities to solve their own problems rather than simply deliver services
3) encourage competition rather than monopolies
4) be driven by missions, rather than rules5) be results-oriented by funding outcomes
rather than inputs
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6) meet the needs of the customer, not the bureaucracy
7) concentrate on earning money rather than
spending it8) invest in preventing problems rather
than curing crises 9) decentralize authority and 10) solve problems by influencing market
forces rather than creating public programs
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Old Public Administration:Large bureaucracy, slow, and inefficient Low quality of civil service Citizens unaware of their rights Limited resources Lack of capacity building for citizens and politicians Excessive and overlapping rules and regulations
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Old Public Administration Weak performance and weak results-based management system Lack of culture of competitiveness State has strong monopoly position
(excessive regulation) Discrete information process (lack of transparency) Poor accountability mechanisms
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New Public Administration: Elements Lean State
Separation of Decision-making Levels
Lean Management
New Service Attitude
New Model of Control
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NPM Element: Lean State Cutting back on excessive regulation
Prioritizing the freedoms of citizens
Defining the core functions of government
Developing Public-Private Partnerships (PPP) Active participation of civil society in
governance – from planning, budgeting, and
implementation to monitoring and evaluation
Leveraging Resources
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NPM Element: Separation of decision-making levels
Separation of the strategic level (deciding what
has to be done; setting targets and time frames;
and defining the budget) from the operative level (deciding how things
have to be done; delivery of services; reporting) of decision making.
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NPM Element:Lean Management Focus on efficiency, continuous improvement,
and capacity building
Development of new leadership style
Management by objectives
Teamwork
Flat organization
Performance incentives
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NPM Element: New Service Attitude
While traditional public administration
regards citizens as service receivers who are
unilaterally given limited choices by
government, PA must regard citizens as
customers who have multiple choices, similar
to the alternatives available in any market.
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NPM Element: New Model of Control Quality Management
Decentralization
Benchmarking
Results-oriented
Product Approach
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But the Question is:
Did PA in the Philippines embrace the necessary changes and reforms to address the demands of the times?