Name : Suherman DjaenudinDate of birth: 15 July 1949

Undergraduate: Communications science Master Degree: Human Resource Management

Candidate Dr Management of Education

Hobby:Sport, reading, song, traveling , fishing.

PUBLIC MANAGEMENT3 SKS dan 12 KALI TATAP MUKA

TUJUAN INSTRUKSIONAL UMUMMEMBERIKAN PENDALAMAN TEORITIS

MENGENAI PUBLIC MANAGEMENT

TUJUAN INSTRUKSIONAL KHUSUSMEMBERIKAN KEMAMPUAN ANALISIS DAN NALAR

DALAM MENERAPKAN TEORI PUB LIC MANAGEMENT

METODE BOOK ANALYSIS, DISCUSSION.

Reference books:Hughes Oven : Public Management and Administration

Mc Kevitt.D & Lawton Alan: Public sector ManagementMetcalfe.L & Richard Sue Improving Public Management

Osborn David & Ted Geabler Reinventing Government

SATUAN ACARA PERKULIAHAN

1.Manajemen dalam domein publik -D.Mc Kevitt & Alan Lawton2.Era perubahan dalam manajemen publik -Oven Hughes3.Model tradisional4.New Management public, Arti, fungsi dan peran5.Manajemen dan efesiensi dalam sektor publik6.Politik efisiensi dan manajemen perubahan7.Peran pemerintah/sektor publik8.Public enterprise9.Kebijakan publik dan analisis kebijakan10.Manajemen strategi11.Mengelola komponen internal12.Mengelola komponen eksternal

MANAJEMEN DALAM DOMEIN PUBLIK

ADMINISTRASI PUBLIKPEMIKIRAN

inadequacy of privat sector model need for a distinctive approachSetting out the purposes, conditions and tasks of the Public ManagementSetting out dilemmas that have to be faced in building those approaches

to the management in the public domeinDeveloping approach that recognizes both its distinctive purposes,

conditions and tasks as well as it dilemmas

STRATEGIC MANAGEMENTMARKETING AND CUSTOMER

THE BUDGETARY PROCESSPUBLIC ACCOUNTABILITY

PUBLIC DEMAND, PRESSURE AND PROTESTPOLITICAL PROCESS, PURPOSES, CONDITIONS, TASKS

CONDITIONS WITH CONSTITUTE THE PUBLIC DOMEIN

TASKS OF GOVERNMENT

DILEMMAS TO BE FACES:1. COLLECTIVE AND INDIVIDUAL

2. REPRESENTATIVE AND PARTICIPATIVE3. BUREACRACY AND RESPOSSIVENESS

4. ORDER AND SERVICES5. CONTROLLING AND ENABLING

6. POLITICAL CONFLIC AND INSTITUTIONAL CONTINUITY7. STABILITY AND FLEXIBILITY

8. CUSTOMER AND CITIZEN9. A CHOICE OF VALUE

10. A BALANCE OF INTEREST

THE NEW APPROACH OF MANAGEMENT

•LEARNING PROCESS•RESPONSE AND DIRECTION STRATEGY

•THE BUDGETARY PROCESS•THE MANAGEMENT RATIONING

•DECISION MAKING•MANAGEMENT CONTROL AND THE MANAGEMENT OF ACTION

•THE MANAGEMENT OF INTERACTIONS•PERFORMANCE OF MONITORING

•STAFFING POLICIES•PUBLIC ACCOUNTIBILITY

ERA OF CHANGES

BACK GROUND

HOW

SCOPE

THE EARLIER OF ADMINISTRATIONS(personal,traditional, diffuse, ascriptive) Vs (impersonal, rational, specific,

Profesional, Achievement oriented, universalistic)

Pengaruh kekuasaan (as a king or ministers) sangat dominanDalam menentukan pola manajemen

TRADITIONAL MODELAdministrative system exist in ancient Egipt administer irigation

from the annual flood of the nile and bilt the pyramids.

Earlier administrations were personal, based on loyalty toA particular individual, instead of being impersonal based on legalty

To organisations or state

Bureaucracy theoryWebers theory of bureaucracy.

•Derives from the law and from the rules made according to law•Hierarchy

•The org is somethingwith an existence separate from the private lives of its employe

•Adm is a specialist occupation •Fulltime occupation

•Office management as an activities could be learned as it followThe gerneral rules

NEW PUBLIC MANAGEMENT1. What ever the model is called, its represents a major shift from

traditional model to the achievement of results and personalResponsibility

2. Move from clasic bureaucracy to make organizationPersonel, and employment therms and conditions more flexible

3.Objectives are be set clearly and enable measurement Through performance indicatiors

4. Senior staff are more likely to be politically commited To the government rather than being non partisan or neutral.

5. Government functions: to face market tests (steering from rowing)6. Reducing government functions

NEW PUBLIC MANAGEMENT OFFER MORE REALISTIC APPROACH

Offering new way of looking at and carriyng out management functionsWhitin the public sector

`

MEANING OF MANAGEMENTManagement has a difference meaning with administrations

Adm mean following instructions---Mng as the achievement of result.

FUNCTIONS OF GENERAL MANAGEMENT1. STRATEGY

• Establishing objectives and priorities• Devising operational plans

2. INTERNAL COMPONENTS• Organizing n staffing

• Directing personel and personel management• Controlling performance

3. EXTERNAL COMPONENTS• Dealing with external units

• Dealing with independent organizations• Dealing with the press and public

POLITIK EFISIENSIPENGERTIAN EFISIENSI : MINIMAX

MINIMAIZING INPUT TO GET THE MAXIMUM OUTPUT

EFICIENCY POLICY•MENGURANGI BEBAN /TANGGUNG JAWAB NEGARA

MELALUI PELIMPAHAN TANGGUNG JAWAB PENGELOLAANSEKTOR-SEKTOR YANG SEHARUSNYA DITANGANI

PRIVATE ATAU MASYARAKAT.

PRIVATISASIDEVESTASI

•MENGURANGI JUMLAH PEGAWAI MELALUI KEBIJAKANRIGHT SIZING PEGAWAI.

•RASIONALISASI•RESTRUKTURISASI

POLITIK EFISIENSI DALAM KASUS INDONESIA

1. DEVESTASI2. PRIVATISASI

3. RIGHT SIZING PEGAWAI4. RESTRUKTURISASI

KASUS KASUS:

DEVESTASI: BLBI – BPPN-DEVESTASIPRIVATISASI:BADAN USAHA MILIK NEGARA DI PRIVATISASI

KASUS INDOSATSEMEN PADANG, SEMEN GRESIK

RIGHT SIZING: PENGURANGAN JUMLAH PEGAWAI

RESTRUKTURISASI: PENGURANGAN JUMLAH DEPARTEMENDAN JABATAN STRUKTURAL

THE ROLE OF GOVERNMENT

REGULATIONS, TAXES, PERMITS, INFRASTRUCTURE,STANDARDS, CONDITIONS OF EMPLOYMENT,

DISTRIBUTE INCOME FROM BETTER OFF SOCIETY TO THOSEARE NOT

THE CRUTIAL ROLE TO PLAY IN DETERMINING REAL LIVING STANDARD WHICH DEPEND ON GOVERNMENT

SERVICES: THE QULALITY OF SCHOOLS,HOSPITALSCOMMUNITY CARE, ENVIRONMENT, PUB LIC TRANSPORT,LAW AND ORDER, TOWN PLANNING, WELFARE SERVICES.

OSBORN &GABLERVARIOUS ROLES OF THE GOVERNMENT: EDUCATOR,

TRAINER, RESEARCH FUNDER, REGULATOR, RULE SETTER, INFRASTRUCTURE OPERATOR

BASIC FUNCTION OF GOVERNMENT

•Providing economic infrastructure•Provision of various collective good and services

•Resolution and ajusment of group conflicts•The maintenance of competitions

•Protection of natural resources•Provision of minimum access by individuals to a good and services

Of economics•Stabilitations of economics

INSTRUMENT OF GOVERNMENTPROVISION: allocations policy; Distributions and ;stabilitation

SUBSIDY: etc to farmer or industryPRODUCTIONS:

REGULATIONS:LAWS MADE TO AFFECT THE PRIVATEECONOMICS

PUBLIC ENTERPRISEMAIN PROBLEMS: MANAGEMENT PROBLEMS;

ACCOUNTABILITY, REGULATIONS, SOCIAL AND INDUSTRIALPOLICIES,INVESMENT POLICIES, FINANCIAL CONTROL.

KIND OF PUBLIC ENTERPRISE

•PUBLIC UTILITIES•LAND TRANSPORT AND POSTAL

•ENTERPRISES IN COMPETITIVE ENVIRONMENT IE: BANK, INSURANCE, AIRLINES, OIL COMPANIES

•REGULATORY OTORITIES

REASONS FOR ESTABLISHING PUBLIC ENTERPRISE•TO CORRECT MARKET FAILURE

•TO ALTER THE STRUCTURE OF PAY OFF IN AN ECONOMICS•TO FASILITATE CENTRALIZED LONG THERM

ECONOMIC PLANNINGTO CHANGE THE NATURE OF THE ECONOMY, ie FROM

CAPITALIST TO SOCIALIST

PRIVATISATION

•ECONOMIC ARGUMENT FOR PRIVATITATION•MANAGERIAL EFFICIENCY AND PRIVATITATION

•IDEOLOGICAL ARGUMENT

PUBLIC POLICY AND POLICY ANALYSIS

Policy analysis vs political public policyPolicy analysis –policy research

Public policy output of diffuse process made up of individuals Who interact with each other in small groups in frameworks

dominated by formal organizations. Those organizations functionIn a system of political institutions, rules and practices, all subyect

Societal and cultural influences.

POLICY ANALYSIS BEGAN WITH THE SYSTEMATICANALYSIS OF DATA FOR GOVERNMENTAL PURPOSES

THROUGH POLICY RESEARCH.

STRATEGIC PLANNING METHODE(OSBORN AND EADIE)

•OVERALL MISSION AND GOAL STATEMENT•THE ENVIRONMENTAL SCAN OR ANALYSIS•INTERNAL PROFILE AND RESOURCE AUDIT

•THE FORMULATION, EVALUATION AND SELECTION OFSTRATEGIC

•THE IMPLEMENTATION AND CONTROL OF THE STRATEGICPLAN.

OSBORN AND GEABLER (1992)•ANALYSIS OF THE SITUATION, BOTH INTERNAL N EXTERNAL

•DIAGNOSIS;identification of the key issues facing the organization•DEFINITION OF ORG FUNDAMENTAL MISSION

•ARTICULATION OF THE ORG BASIC GOALS•CREATION OF VISION; what success looks like

•DEVELOPMENT OF STRATEGY,to realise the vision and goals•DEVELOPMENT OF TIMETABLE FOR THE STRATEGY

•MEASUREMENT AND EVALUATION OF RESULTSBRYSON (1988)

•Initiating and agreeing on strategic planning process•Identifying organization mandates•Clarifyng org mission and values

•Assessing external environment (OT)•Assesing the internal environment (SW)•Identifying strategic issues facing an org

•Formulating strategies to manage the issues•Establising an effective org vision for future

STRATEGIC MANAGEMENT

AIMS TO INTEGRATE THE PLANNING FUNCTION WITH THE OVERALL TASK

STRATEGIC PLANNING INVOLVES ANALYSING THE ENVIRONMENT FOR OPPORTUNITIES AND TREATH,AND FORMULATING STRATEGIC PLANS TO EXPLOIT

THOSE OPPORTUNITIES OR COPE WITH TREATH.

STRATEGIC MANAGEMENT INCLUDES THESE TWO ASPECSOF STRATEGIC PLANNING AND EXTEND STRATEGY

DEVELOPMENT TO INCLUDE STRATEGY IMPLEMENTATIONAND STRATEGIC CONTROL (Montanary, Daneke and Bracker)

STRATEGIC MANAGEMENT PLAN

6 Point of Nutt and Backoff For Strategic Management Plan•Depict the organizations historical context(Ie trend of its Environment, its overall direction, and its normative ideal

•Asses the immidiate situation in therms of current strengths and weaknesses and future opportunities and treaths

•Developt an agenda of current strategic issues to be managed•Design strategic options to manage priority issues

•Asses the strategic options in therm of stakeholder affected And resoures required

•Implement priority strategies by mobilising resources and managing stakeholders

MANAGING INTERNAL COMPONENTS

Main aspects of internal management:• Financial Management and change to budgetary system

• Personel management• Performance management

THREE KEY PARTS OF MANAGING INTERNAL COMPONENT1. Organizing and staffing:

• Managers establishes structure• Procedures for coordinating activity and taking actions

• Staffing2. Directing personel and personel management

• Directing: embody its members skill and knowledgePersonel management system;recruits, select, socialises,trains,

Rewards, punishes3. Controlling performance:MIS incl:capital budgets, accounts,

Reports,statistical system, performance appraisal, product evaluations

FINANCIAl MANAGEMENTAs the most important part of the internal management of

government

Ie: Gov activities need money to operate the program through raising taxation

The most importance of financial management, the centre of activity for the bureaucracy is the government budget

Two main functions of government budget:•Economic functions: Concern how the government through the budget influence the entire economy: (Three aspecs:allocations,

distributions and stabilisation.•Financial functions ;analogous to accounting:1) Evaluation of

total government n public authority expenditure within the budget sector;2).to act as the legislature’s instrument of

accountability and control

TRADITIONAL FINANCIAL MANAGEMENT

The main features of traditional budget:1. Money is alocated to those particular item or types of expenditureInclude: money for staff, equipment, postage and all incidental item2. Budget contains a comparisation between income and expenditure

For the previous financial year.3.There is a marked tendency for the budget for the forthcoming financial years to be based solely on the record of previous one

Planning Programming Budgeting System

Several advantages in the programme budgeting approach Over the traditional,line item approach:• Allow better allocation of resources

• Forward planning is anchanged• Better management practices can be axpected

• Budget are public document

PERSONNEL MANAGEMENTIn Traditional model of administration followed the bureaucratic

Theory of Max Weber(P.200)Typical description of the career service (Coomb commision

Australis 1976)•Recruitment by merit

•Unified service•Independent non political control of recruitment and

Conditions of employment•Regulations wich discourage the recruitment of stranger to

Positions above the based grade.•Legislated protection again arbitrary dismissal

•Hierarhical structure of position defined by•A regular system of position clasification of salaries

• System of promotion by merit subyect to•A system of appeals agains promotions

•A distinctive retirement and pension system

PERFORMANCE MANAGEMENT

In Traditional models is inadequate: adhoc and far from systematic.

In public management era performance appraisal use clear and adequate system.

Individual in organisations asses by management through statisticalAppraisal methode.

MANAGING EXTERNAL CONSTITUENCIES

ACCORDING TO TREATH AN OPPORTUNITIES NEED TO NOTICE EXTERNAL CONSTITUENCIES

WHY SHOUD BE CONCERNED:•REAL AND PERCEIVED NEED INSIDE BUREAUCRACY

•INTEREST GROUPS

THE NEED OF EXTERNAL FOCUS•Opportunities and treath could be found

Managing external constituencies involves:•Dealing with external units of the parts of organization

•Dealing with independent such as other part of government, businessand interest group

•Dealing with press and public

EXTERNAL RELATIONS AS A MANAGEMENT FUNCTION

EXTERNAL CONSTITUENCIES SHOULD BE MANAGEDBY THE BUREAUCRACY IT SELF

TO HANDLE THREE POINT OF EXTERNAL CONSTITUENCIES

INTEREST GROUPAllision: Organisations, separate of government though offen in closepartnership with government, with attemp to influence public policy

and as such they provide the institutionelized linkadgebetween government or state and major sectors of society

Therm of systematic function of intersest group: 1.They fasilitate Communications between members and state

2. Provide legimitation of demands there members;3. Sometimes assist the state in administrations of policies

and programmes

PRESSURE GROUP

ORGANISATIONS WHOSE MEMBERS ACT TOGETHERTO INFLUENCE PUBLIC POLICY IN ORDER TO PROMOTE

THEIR COMMON INTEREST

Interest group always a well recognized part of the political process, Part of whole government system, including policy and administration.

R ichardson &Jordan: Part of bureaucracy and relevant groupsare vitaly importance allies in policy process.

Group are not part of government, but being the institutionalized linkagewith the government, or providing systemic function.

POLICY COMMUNITIESPart of political system that-by virtue of its functional responsiblilitiesIts vested interest, and its specialised knowledge-aquired a dominant

voice in determining government decisions in a specific field of public activity, and is generally permited by society at large

and the public authorities in particular to determine public policy in that field(Pross 1986)

A policy community is populated by government agencies,pressure group,media people, and individual, including academics

who have an interest in particular policy field

The development of policy community has implications for operations of bureaucracy and derives,