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

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. 2

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) 3

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

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.” 5

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

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)? 7

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 8

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

10. Public Service Motivation  “[A]n individual’s predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations” (Perry & Wise: 368)  “The greater an individual’s public service motivation, the more likely the individual will seek membership in a public organization” (p.370) 10

11. Public Service Motivation  “In public organizations, public service motivation is positively related to individual performance” (p. 370)  “Public organizations that attract members with high levels of public service motivation are likely to be less dependent on utilitarian incentives to manage individual performance effectively” (p. 371) 11

12. Public Service Motivation  Public Service Motivation Measuring (Perry 1996)  Attraction to public policy making  Commitment to public interest  Compassion, Self-sacrifice  Civic duty and social justice were taken out to have four dimensions (latent variables) 12

13. Public Service Motivation  International Instrument of Public Service Motivation (Kim et al. 2012)  Develop 33 questions  Attention to public participation  Public interests  Commitment to public values  Compassion  Self-sacrifice 13

14. Conflict Management  Conflicts everywhere & everyday  Not necessarily destructive but even required to survive  “Conflict episode” rather than one event (Pondy 1967)  Conflict management > conflict resolution 14

15. Conflict Episodes  Latent conflict  perceived  felt  manifest  conflict aftermath  Latent Conflict. Conditions set the stage and conflict waiting to happen.  Perceived Conflict. People may sense conflict but may downplay or deny it.  Felt Conflict. Conflict is experienced as discomfort, such as with tension or anger. 15

16. Conflict Episodes  Manifest Conflict. Conflict becomes open warfare (figuratively or actually) with a winner and loser. This is the time for intervention; conflict is destructive if not channeled.  Conflict Aftermath. This is the stage after the outbreak, when results (or its alternative) are evident. Conflict often breeds more conflict and, when it does, that conflict is likely to take on a life of its own. 16

17. Getting To Yes (1981, 2011)  Positional bargaining  Soft bargaining  Hard bargaining  Principled negotiation 17

18. Getting To Yes (1981, 2011)  Separate the people from the problem  Focus on interests, not positions  Invest options for mutual gain  Insist on using objective criteria 18

19. Transcendence Ethics (1996)  How to negotiate with the strong  Minimum conditions for symbiosis  Nonviolence   Personal ethics   Intrapersonal ethics   Self-sacrifice 19

20. Lee’s (1996) Transcendence  Nonviolence (use words rather than violence)  Personal ethics (pursue knowledge and agreement)  Intrapersonal (social) ethics  Self-sacrifice 20

21. Managerial Leadership  Authority is not given (by the position) but built by himself  Zone of indifference (Barnard) and zone of acceptance  Mobilize (motivate) the right person and assign the right place at the right time.  MGE’s leadership 21