Public Administration Training Research Articles

Teaching public policy in a public administration program

An overlooked aspect of academic concern in public administration is the realm of public policy. Policy intrudes into administration at a number of crucial points; administration influences the direction and emphasis of policy in various ways. These interrelationships warrant more attention in the training of public administrators. Regrettably, they have remained largely off-limits in the training of public administrators. Why and how we should proceed to alter this state of affairs is the essence of the symposium that follows.

Administrative Reforms and Their Impact on Training the Public Bureaucracy in Bangladesh

Bangladesh has recently experienced a number of administrative, institutional, structural and policy reforms which have attempted to recast the modalities of the public delivery system and address the perennial issues of “efficiency, effectiveness and productivity” in the public administration system. A number of these reform packages have called for drastic changes in the mode of governmental operations/processes as well as in institutional arrangements. In this article, the author has reviewed such reform efforts and their impact on the overall public administration training curriculum and academic programs of the training institutions as well as with the universities in Bangladesh. The entry–level training packages have not adequately covered the critical areas that have been highlighted by the different reforms. The article concludes with a suggestion to review all entry–level training programs and identify some thematic areas to make the training programs “practical, pro–active and action–oriented.” A close collaboration between the universities and the public administration training institutions is also strongly recommended.

Designing a Curriculum for the Training of Public Administrators in the People's Republic of China

Designing a Curriculum for the Training of Public Administrators in the People's Republic of China

Education and training in public administration: transference of segmenting organizational behavior

Organizations can survive, let alone progress, only if they carry out meaningful transactions with society at large. This process requires they differentiate their “organizational being” to respond to clientele needs and/or user demands. The inherent problem is that these differentiated structures may become segmented into tightly closed systems, being in effect organizations within organization characterized by self-serving vested interests. Expediency becomes the operating rule. Segmentation is common to all societies, but it is especially prevalent in situations of decline. Advanced in this discussion is that the segmentation process may be accelerated and consolidated by in-house training and education, and especially by those of a public management character. A plea is made for universities to become more actively engaged in (a) the preparation and placement of “quality” educated persons and (b) the search/development of new public organization.

‘Trainingism’ revisited in Papua New Guinea

AbstractDespite much training in public administration over the past 20 years there has been little improvement in public service management in the Third World. This was anticipated in Schaffer's critical notion of ‘trainingism’. This concept, when applied to Papua New Guinea, helps us to understand why training has been unable to produce dramatic changes in public service performance. Training has been used to perform latent functions and has not been evaluated. The situation is currently under review as new initiatives are taking place to improve training's contribution to public service efficiency and effectiveness.

Professionalism in Public Administration: Problems, Perspectives, and the Role of ASPA

Since the founding of the earliest graduate programs in public administration in the early 1920s, a debate has periodically erupted over whether public administration is or is not capable of becoming a profession. At different times this debate has focused on various facets of the field resulting in systematic and thorough analyses and critiques of public administration theory, education, training, practice, and ethics. Although this exercise has served to enlighten, the answer to the issue, whether or not public administration can be professionalized, remains uncertain. Yet, despite this uncertainty, the field, through its primary association, the American Society for Public Administration (ASPA) and other activities, continues to compile the various accouterments associated with most professions; namely, schools, an accrediting organization, occupational associations, journals, professional honors and awards, even professional standards and ethics.

Mismatch between Theory and Practice in Training in Public Administration

Mismatch between Theory and Practice in Training in Public Administration

Role of Focused Training in Public Administration

Role of Focused Training in Public Administration

Training in Public Administration: The Changing Perspectives

Training in Public Administration: The Changing Perspectives

Information Systems Education in Masters Programs in Public Affairs and Administration

Public administration scholars and practitioners have long been aware of the need for computer related education for students of public affairs and administration. Rufus Miles, in 1967, proposed that computer training become a basic component of graduate-level training in public administration.' In 1974, Roy G. Saltman called for an increased emphasis on science in public administration curricula and further proposed the establishment of a committee to recommend information systems course work for programs in public management.2 Most recently, the National Association of Schools of Public Affairs and Administration (NASPAA) Committee on Computers in Public Management Education has proposed course work for computer training for masters students of public administration.3 The present study details the current state of computer and information systems education in Master of Public Administration (MPA) programs. This research describes the extent of management information systems and computer applications course work in MPA programs and examines the extent to which hands-on computer training is integrated into MPA courses. Another important aspect of this investigation is an assessment of the course work and knowledge in information systems that public administration faculty believe should be required of all MPA students. This study also assesses the prospects for increasing information systems course work in MPA programs. Thus, data are provided concerning the possibilities of implementing the curriculum recommendations of the NASPAA Committee on Computers in Public Management Education.

Pre-Professional Training in Public Administration

Does the improvement of pre-professional training at an undergraduate college come at the expense of general education in the liberal arts and sciences? Does the introduction of public administration courses and programs threaten the integrity of the political science curriculum? Increasingly, liberal arts colleges have had to address these questions as students have demanded more "practical" training as a part of their undergraduate education. Within political science departments, these questions are usually raised in the context of expanding public administration offerings. In the last few years, at Providence College, we have introduced a new Public Administration Program which has significantly improved our students preparation for public sector employment in a way that is compatible with our general political science curriculum.

Public Administration Training in Bangladesh: an Overview

Public Administration Training in Bangladesh: an Overview

Future delivery systems for public administration training and development

The author presents an overview of a number of symmetric and asymmetric audio and audio-video experiments conducted over terrestrial and space communication systems. Some of the systems described may be implemented in the 1980s and some in the 1990s. The author concludes with detailed descriptions of two prototype systems: one for the 1980s and one for the 1990s.

When is applied urban research ‘policy relevant?’

The type of research presented in this paper requires unusual support and guidance from others. The survey of NSF/RANN funding in the field of urban management and public service delivery could not have been accomplished without encouragement and facilitation of L. Vaughn Blankenship, Director of the Division of Applied Research, The National Science Foundation. The case study called “Managing Vandalism” relied on the goodwill, honesty and perceptiveness of Robert Fichter and Alvin Scott, two extraordinary City employees who took risks in conducting this project and then in reflecting on it. Tribute is also due to the 30 public servants around the country who responded sincerely and thoughtfully to an extensive telephone interview on that project, all ‘in the cause of science’. The case study called “Property Tax Policy” depended on about twenty key informants. Of this group, Robert Weinberg of Boston University, Alexander Ganz of the City of Boston, and Michael Schneider of the U.S. Department of Housing and Urban Development were absolutely essential, as allies and subjects who helped me to search through the many strands of this complex project. Our nation's quest for ‘high quality, policy-relevant social research’ has grown considerably during the past decade. Typically, ventures of this type are jointly pursued by three partners: sponsors, users and researchers. The first provides financial support. The second ultimately makes decisions which are informed by the research findings. And the third has primary responsibility for producing new knowledge. This kind of partnership is unnatural: it brings together a set of people who tend to have different goals, styles, traditions, and institutional affiliations. The resulting process of knowledge production is clearly different from that of basic science. And its criteria of relevance vary in important respects from applied research in the engineering or natural sciences. This paper views that tripartite venture as a unique kind of social system. It asks the question: When is applied social research ‘policy-relevant’? Answers to this question are proposed for a particular class of applied social research projects, ones for which the Federal government is the sponsor, and decision-makers in State or local government are the intended users. Trends in policy for Federally-supported R&D, the nature of the applied social research community, the needs of State and local government, and even the training of public managers and administrators all point to the growing significance of this locus of inquiry. The paper generally draws on over five years experience by the National Science Foundation in supporting research relating to the performance of various non-Federal government activities. A more detailed set of findings is presented from two in-depth case studies of this kind of research project. The subject of the first is the management of vandalism in public parks and recreational facilities, while the second deals with property tax policy. These two case studies provide methodological approaches and empirical insights for future investigations of this class of applied research activity. They also suggest certain strategies for those who find themselves in one of the several key roles in such joint ventures.

Book Notes

Book Reveiwed in this articleTeaching Policy Studies: What and How William D. Coplin (ed.)Training in Public Administration: A Directory of Commonwealth Resources Commonwealth SecretariatBritain 1979: An Official Handbook Central Office of Information, HMSOBritish Government and Politics F. Randall.Public Administration Michael P. Barber.Local Government Michael P. Barber.What is Governing? Purpose and Policy in Washington Richard Rose.People and Agencies Bernard Schaffer and Elizabeth O'Keefe.Ombudsmen Around the World: A Comparative Chart Kent M. Weeks.Referendums: A Comparative Study of Practice and Theory David Butler and Austin Ranney (editors)Political Corruption in America George C. S. Benson.The New American Political System Anthony King (ed.).The Politics of the Firm Leonard Tivey. Government and Administration Series. Martin RobertsonGuidelines for a Local Employment Study Barrie Needham.The BGA Guide to Business Schools Roger Frost (compiler).Choosing and Managing Information Systems for Public Administration Graeme Norris and Wallace Ewart.The Effective University: A Management by Objectives Approach Graeme Norris and Wallace Ewart.

Methodological Approaches in Public Administration Training

Methodological Approaches in Public Administration Training

Public Administration Training for Change

Public Administration Training for Change

Training in Public Administration in India

Training in Public Administration in India

Training in Public Administration for Development

Public Administration and DevelopmentVolume 10, Issue 1 p. 12-21 Article Training in Public Administration for Development Some lessons of International Co-operation.1 Chi-Yuen Wu, Chi-Yuen WuSearch for more papers by this author Chi-Yuen Wu, Chi-Yuen WuSearch for more papers by this author First published: 01 January 1971 https://doi.org/10.1002/j.1099-162X.1971.tb00735.x 1Paper presented to the Sixth Inter-University Conference on Special Training Programmes for Overseas Students, held in Leeds, United Kingdom, on 8 April, 1970. Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume10, Issue1January 1971Pages 12-21 RelatedInformation

Public Administration Training in Pakistan

Public Administration Training in Pakistan