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Recent Trends from Comparative Public Administration

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Applying an Implementation Lens
Balanced Scorecard as a Strategy for Performance Improvement
Building Coalitions
Bureaucratic Politics, Organizational Design and Decision-Making
Cognitive Biases
Defining Policy Problems and Policy Making Under Pressure
Developing Networks for Improvement
Efficiency, Effectiveness, and Instrument Choice
Financing and Fundraising in the Third Sector
Implementation and Policy
Implementation and Policy
Implementation and Risk
Implementation and the Budget Context
Implementation Environment
Implementing through Markets
Implementing with Partners
Improving Organizational Performance Through Competition
Learning as a Performance Strategy
Leveraging Diversity
Managing a Global Team
Managing Conflict
Managing Partnerships: Multi-Party Arrangements
Managing Risk: The “New” Way Forward in Managing?
Mission and Strategy
Models of Policy Making
Modernization of Public Sector Organizations
Multi-Level Governance
Network Assessment and Analysis
Operations and Marketing Strategy
Organizational Alignment
Organizational Behaviour
Organizational Culture
Organizational Performance and Management Reform
Organizing for Collaboration and Partnership
Organizing for Performance
Overview of Recent Trends in Public Administration
Performance Information as a Management Tool
Policy Analysis and Contemporary Governance
Policy Design and Instrument Choice
Policy Evaluation
Public Services in the Age of Restraint - new public service delivery models and the quest to do better with less
Public-Private Partnerships
Recent Trends from Comparative Public Administration
Rules vs. Discretion
The Crisis of “Governability” (1970s) and its Effects
The Meaning of Strategy in Public Management
The Role of Leadership in Strategy and Implementation
The Role of the Board and Strategic Governance in Third Sector Organizations
The Shift to Public Governance
Theories of Human Motivation and Decision Making: Rational Choice
Working in Teams


Recent Trends from Comparative Public Administration

It provides an introduction to public administration literature and history, teaching students how the field has changed over time. Specifically, students consider changes in the demands that are faced by the state, and the way that it operates to meet those demands in advanced democracies.

Topic Learning Outcome: Upon mastering this topic, students will be knowledgeable about major changes in the field of public administration that have occurred in recent decades. Students will be able to clearly explain how the responsibilities of the state have evolved in advanced democracies in recent decades and the strategies governments have adopted in response.

Core Concepts Associated With This Topic: Public Administration; Citizen-Centred Service Delivery; Client Satisfaction; Government Restructuring; Policy Capacity; Decentralisation.

Recommended Readings

University of Toronto: PPPG-1000

Osbourne, S. (2006). “A New Public Governance?” Public Management Review 8(3): 377-387.

Stoker, G. (1998). “Governance as theory: five propositions.” International Social Science Journal, 50(155): 17-28.

Phillips, S.D. (2006). The Intersection of Governance and Citizenship in Canada: Not Quite the Third Way. IRPP Policy Matters Vol. 7(4).

Blanco, I., Lowndes, V., Pratchett, L. (2011). Policy Networks and Governance Networks: Towards Greater Conceptual Clarity. Political Studies Review, 9: 297–308.

Patrick Le Galès. “Policy Instruments and Governance” in The Sage handbook of governance, Edited by Mark Bevir, pp. 142-160 London: SAGE, 2011.

Carelton University: PADM-5116

Leslie A. Pal, Beyond Policy Analysis 5th ed. (Toronto: Nelson Education, 2013), Chapters 1,2, and 6.

Brooks, Stephen, “The Policy Analysis Profession in Canada,” in Laurent Dobuzinskis, Michael Howlett, David Laycock, eds., Policy Analysis in Canada (Toronto: University of Toronto Press, 2007), 21-47.

HM Government. (2013). Policy Profession: Skills and Knowledge Framework. Available at:

McDaniel, Susan and Paul Bernard. “Life Course as a Policy Lens: Challenges and Opportunities” Canadian Public Policy, Supplement Vol. XXXVII (2011).

Municipal Administration Training Institute (British Columbia) (2012). Sharpen Your Policy Skills, pp. 1-25.

Saskatchewan and Regina: JSGS-801

Bakvis, Herman, and Mark D. Jarvis, eds. From New Public Management to New Political Governance: Essays in Honour of Peter C. Aucoin. Montrael: McGill-Queen's Press, 2012. Chapters 1 and 2.

Osborne Stephen, 2006. “The new public governance” Public Management Review, 8(3) 377 – 387.

Skogstad, Grace. 2003. “Who Governs? Who Should Govern? Political Authority and Legitimacy in Canada in the Twenty-First Century.” Canadian Journal of Political Science 36: 955-973.

Rhodes, R.A.W. 1996. “The New Governance: Governing Without Government.” Political Studies 44(4), 652- 667.

Peters, B. G., and J. Pierre. 1998. “Governance without Government? Rethinking Public Administration.” Journal of Public Administration Research and Theory 8(2), 223-44.

George Washington: PPA-6006

Moran, Rein, and Goodin, (eds), The Oxford Handbook of Public Policy, Chapter 2, “The Historical Roots of the Field,” deLeon, pp 39-57, 2006.

Fry & Raadschelders, Mastering Public Administration, “Charles Lindblom: Probing the Policy Process: Policymaking as Analytical and Interactive Process,” pp 271- 282, 2008.

Albert, Washington Post, “Can Government Learn How to Fail Fast?” 4/12/13.

Stone, Policy Paradox: Art of Political Decision Making, “Why This Book?,” pp 1-15, 2012.

Dryzek, The Good Society, “A Post-Positivist Policy-Analytic Travelogue,” Volume 11, pp 32-36, 2002.

Schultze, The Politics and Economics of Public Spending, pp 74-76, 1968.

Clemons and McBeth, Public Policy Praxis, pp 81-84, 2009.

American: PUAD-612

Herbert Simon, “The Proverbs of Administration,” (1946); also in Administrative Behavior (1947). See comments on administrative rationality and the psychology of administrative decisions.

Lindblom, Charles. “The Science of ‘Muddling Through’” (1959).

Harlan Cleveland, Nobody in Charge (2002), 16-31.

Michael Hammer and James Champy, Reengineering the Corporation (1993), 39-44.

Russell M. Linden, Seamless Government: A Practical Guide to Re-Engineering in the Public Sector (1994). Excerpts from chap. 4 (“Principles of Reengineering”).

Ray Kurzweil, The Singularity Is Near: When Humans Transcend Biology (2005), 7-9, 470-73.

Rutgers: 26-834-215 Introduction to Public Administration

Holzer, Marc, and Richard W. Schwester. Public Administration: An Introduction. Armonk: ME Sharpe, 2011. Chapters 12-14.

Sample Assessment Questions:

1.)   In the mid-1990s, it became commonplace to hear that the policymaking function had expanded beyond the traditional institutions of government but was now set in a broader institutional context of “governance.” In one page, explain the importance of this shift in language.

2.)   In one page, describe (with examples) what is meant by the term “new public management” and identify at least one major critique of the new public management approach.


Page Created By: Joshua Tan on 18 April 2015; edited by Ben Eisen.


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