1. Kay 235: Introduction to Management Lecture 3 Subject: What is public management? Reading: Laurence Lynn Article

2. Definition of Public Management (PM) Using management thinking and strategies in government Minimal (Small) government Use of Business ideas and practices in the public sector Use of private sector managers in the public sector

4. Definition of Public Management (PM) PM is a world of settled institutions designed to allow imperfect people to use flawed procedures to cope with insoluble problems.

5. PM as Art (Craft) Requiring managerial insight and experience Science Is there really a generic and universal management science Other Categories Institutions (Structure) People (Practitioners)

6. The Art of PM Common sense Non-logical aspects of being a successful public manager Timely reactions Intuitive insights Good judgments

7. The Institutions of PM Governance Several types of organizations that work for public interest Government organizations Private firms NGOs The key Ensuring a satisfactory balance among competing interests and values

8. Transition from Classic PA to PM Classic PA Law and responsibility-oriented Constitutional arrangements are vital Maximizing public interest, not profits PM Small government, that is run like a business Government organizations not being the only actor (Governance)

9. Transition from Classic PA to PM PM As a special focus in PA A major segment in the broader field of PA “Kamu işletmeciliği” in Turkish As opposed to “kamu yönetimi” Ömürgönülşen Chapter in Çağdaş Kamu Yönetimi-1 Book

10. Reasons for the Transition Growing unpopularity of the government, beginning from late 1970s Decreasing trust in government Numerous government scandals Vietnam War, Watergate, Iran-Contra…

11. Reasons for the Transition Decreasing government revenues Oil crises of the 1970s Doing more (the same) with less More emphasis on efficiency and performance management

12. Nature of the Transition Lesson drawing and knowledge transfer between business and PA is useful Should never be rejected on ideological grounds The heroes and entrepreneurs found in case studies should not overshadow the importance of government institutions

13. Problems of Transition Tensions between Making managers manage Control over managerial discretion Letting managers manage Emphasizing managerial performance more than compliance with formal rules and procedures

14. Problems of Transition How to control a businesslike PA (PM)? Internal Control Self control of public managers Professional and ethical values External Control Control of legislature, executive and the courts

15. How to control public managers? Friedrich & Finer debate of 1940 External Control (Finer) Controlling every little detail of the public managers` job Internal Control (Friedrich) Public managers can be controlled by their professionalism

16. Problems of Transition Which value(s) should public managers chose? Values for providing public services Public interest Freedom Justice Balancing the interests of different, sometimes conflicting stakeholders PM is the extension of the political process of adjustment among interests

17. Which value(s) to chose? Values regarding the public manager Professionalism Dedication Constitutional legitimacy Accountability Directly to the executive, legislature and the judiciary Indirectly to the people