1. Overview of Public Management: Motivation and Conflict Management
Hun Myoung Park, Ph.D.,
International University of Japan

2. Public Management
Applied science of problem solving in the public and nonprofit sectors
“Make its business less unbusinesslike” (Wilson 1887: 201)
Get things done efficiently and effectively.

3. Public Management Perry & Kraemer (1983: 4)
Public administration as a profession
Public manager as a practitioner. Managers in the middle rather than managers at the top (Perry 1993: 18)

4. Public Management Merger of (Perry & Kraemer 1983: x)
Normative public administration: democracy
Instrumental generic management: organizational structure & goal, resource allocation, motivation.

5. Public Management Merger of (Perry 1993: 17)
Normative theory: “[H]ow they ought to act in light of the values” Should/should not
Behavioral theory: “[U]nderstand or explain the dynamics of contexts… and efficacy of potential interventions.”

6. Big Questions (Behn 1995)
Micromanagement: How can public managers break the micromanagement cycle
An excess of procedural rules  poor result  more rules…

7. Big Questions (Behn 1995)
Motivation: How can public managers motivate public employees to work energetically and intelligently towards achieving public purposes?
How can the legislature control the executive, and how can political managers control civil servants (principal-agent problem)?

8. Big Questions (Behn 1995)
Measurement: “How can public managers measures the achievements of their agencies in ways that help to increase those achievements?”
Performance management

9. Core Courses Organizational Theory (+Organizational Behavior)
Policy Studies (policy process, policy analysis)
Pubic Finance and Budgeting
Human Resource Management