Académique Documents
Professionnel Documents
Culture Documents
By:
DEDDI NORDIAWAN
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CONTENT
A. The Roots of the New Public Services …………………………………………………………….. 3
B. Serve Citizens, Not Customer …………..…………………………………………………………….. 5
C. Seek the Public Interest ………………………………………………………………………………….. 9
D. Value Citizenship over Entrepreneurship ………………………………………………………….. 10
E. Think Strategically, Act Democratically ….………………………………………………………… 11
F. Recognize that Accountability isn’t Simple ……………………………………………..……….. 12
G. Serve Rather than Steer ………………………………………………………………………….……….. 12
H. Value People, not Just Productivity ………………………..……………………………………….. 12
I. Conclusion ……………………………………………………..……………………….. ……………………. 12
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NEW PUBLIC SERVICES
A. The Roots of the New Public Services
Revolution of public administration is continuing since its beginning on the early administration
stage, old and traditional model, and up with new public management. Despite some
advantages from the latest approach, revolution is going with development of some
circumstances in governance and society as well democratization.
Denhardt said in the book, at least there are four developing circumstances that became
precursors of New Public Services, including:
1. Theories of democratic citizenship
Concern about citizenship and democracy are particularly important and visible in
political and social theory, both of which call a reinvigorated and more active and
involved citizenship.
There have been increasing calls for a restoration of a citizenship based on civic interest
rather than self interest. In this view, citizens would be concerned with the broad public
interest, they would be active and involved, and they would assume responsibility for
others. In other words, citizens would do what citizens are supposed to do in a
democracy. As they did so, they would contribute not only to the society’s betterment,
but also their own growth as active and responsible human beings.
2. Models of Community and Civil Society
The book said that the interest on community is now widespread, at least in America.
The community become dominant theme, some suggest, because Americans have
become alienated by the overwhelming force of technological society, and seek return
to more “human” association.
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3. Organizational Humanism
Over the past thirty years, public administration theorist have joined colleagues in other
discipline in suggesting that traditional hierarchical approach to social organization are
restrictive in their view of human behavior. The book made a stressing that the New
Public Administration contributed other dissenting opinions to the mainstream
discussion of public administration. Specifically, there was an argument for having
administrator play a more active role in the development of public policy than had
previously been in the case, in part because of the complexity of organizations.
4. Postmodernism
In the late sixties and early seventies, scholars in public administration used positivism
in area of analysis of public administration. The positivist approach argues that social
science can be understood using the same approaches employed in natural sciences.
Those approaches made a separation between public administration and its values.
The four (citizenship, community, organizational humanism, and postmodernism) is being a
booster for the theorist to formulate the New Public Services. There are seven ideas, the author
called as practical lesson that New Public Services suggest for those in public administration.
Those practical lessons are following:
1. Serve Citizens, Not Customers
2. Seek the Public Interest
3. Value citizenship over entrepreneurship
4. Think strategically, act democratically
5. Recognize that accountability isn’t simple
6. serve rather than steer
7. value people, not just productivity
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New Public
Old Public Administration Management New Public Services
Primary theoritical and Political Theory, social and Economic theory, more Democratic theory,
epistemological foundation political commentary sophisticated dialogue varied approaches to
augmented by naive social based on positivist social knowledge including
science science positive, interpretive,
and critical
Prevaling rationality and Synoptic rationality, Technical and economic Strategic or formal
associated models of "administrative man" rationality, "economic rationality, multiple
human behavior man", or the self‐ test of rationality
interested decision (political, economic,
Conception of the public Public interest is politically Public interest Public interest is the
interest defined and expressed in represents the result of dialogue
law aggregation of individual about shared values
interest
To whom are public clients and constituents customers citizens
servants responsive
Rowing (designing and Streering (acting as a Serving (negotiating
implementing policies catalyst to unleash and brokering interest
focusing on a single, market forces) among citizens groups,
Role of goverment
politically defines creating shared values)
objectives)
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B. Serve Citizens, Not Customers
Mostly, critique from New Public Service to previous approach lies on understanding about
citizens or customers. New Public Service guide Public servants do not merely respond to
the demands of “customer”. Public servants build relationship and make collaboration with
and among citizens.
Public servants conduct activities to serve citizens with Quality Service. One of the difficult
efforts to enhance the quality of services begin with a recognition the differences between
customers and citizens.
The book differentiates citizens and customers in aspect of rights and duties. Citizens are
bearers of rights and duties within the context of wider community. While customers do not
share a common purposes, but rather seek their own individual benefit.
C. Seek the Public Interest
The Book, with a perspective of citizenship, take a public interest in a place of common goal.
Therefore, Public Administrators must contribute to building a collective, shared nation of
the public interest. The goal is not to find quick solutions driven by individual choices.
Rather, it is the creation of shared interests and shared responsibility.
The question arise is about the public interest itself. We have an understanding that the
Public interest isn’t something that just “happens”. It’s a result of the interaction between :
• Individual choices
• Organizational procedures, and
• Electoral politics
The New Public Service rejects the views of the public interest implicit in both the Old
Administration and the New Public Management. Public Adminitrators must work to ensure
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that citizens are given a voice in government. Public Servants have a unique and vitally
important responsibilty to engage with citizens and create forums for public dialogue.
D. Value citizenship over entrepreneurship
This practical lesson starts with the understanding that the public interest is better
advanced by public servants and citizens committed to making meaningful contributions to
society than buy entrepreneurial managers acting as if public money was their own. While,
in the past, government played a central role in what has been called the “steering of
society” (Neilssen et .al. 1999), the complexity of modern life sometimes makes such a role
not only inappropriate, but impossible.
Policies and programs that give structure and direction to social and political life today are
the result of the interaction of many different groups and organizations, the mixture of
many different opinion and interests. But public policies today, the policies that guide
society, are the outcome of a complex set of interactions involving multiple groups and
multiple interests, ultimately combining in fascinating and unpredictable ways.
Whereas traditionally government has responded to needs by saying, “yes, we can provide
that service” or “no, we can’t”, the New Public Service suggest that elected officials and
public managers should respond to the requests of citizens not just by saying yes or no, but
by saying such things as “Let’s work together to figure out what we’re going to do, then
make it happen”.
Public administrators will increasingly play more than a service‐delivery role‐they will play a
conciliating, a mediating, or even an adjudicating role. And they will no longer rely on the
skills of management control, but rather on the skills of facilitating, brokering, negotiating,
and conflict resolution.
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E. Think strategically, act democratically
Policies and Programs meeting public needs can be most effectively and responsibly
achieved through collective efforts and collaborative efforts. Basic Idea of
this lesson said that Public interest is based upon widespread public dialogue and
deliberation about shared values and interest. The idea is not merely to establish the vision
and then leave the implementation to government to join together all parties in the process
of both designing and carrying out programs that will move in the desired direction.
A primary focus of implementation is citizen engagement and community building. In this
case citizens are not treated as potentially interfering with “correct” implementation, nor
they used primarily as vehicles for cost reduction. Citizen involvement is not limited to
setting priorities. So, public servants asked to manage public organizations so as to enhace
and encourage the engagement of citizens in all facets and phases of the policymaking and
implementation process.
F. Recognize that accountability isn’t simple
Accountability is an important matter since it determines the structure and process itself.
On the views of New Public Services, public Servants should be attentive to more than the
market; they should also attend to:
• statutory and constitutional law,
• community values,
• political norms,
• professional standards, and
• citizen interest.
The matter of accountability and responsibility in the public service is extremely complex.
Public administrators are and should be held accountable to a constellation of institutions
and standards, including the public interest; statutory and constitutional law ; other
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agencies; other levels of government; the media; professional standards; community values
and standards; situational factors; democratic norms; and of course, citizens.
The New Public Service recognizes both the centrality of accountability in democratic
governance and the reality of administrative responsibilities. The book rejects the idea that
simple measures of efficiency or market‐based standards can adequately measure or
encourage responsible behavior.
A question that arises in this perspective about “Administrative Responsibility: To Whom for
What?”
Accountability in public administration is achieved by both internal and external means.
Internal Controls are those that are established and enforced within an agency when
“administrator himself or someone alongside or above him in hierarchy sees that he does
his duty” (Dimock and Dimock 1969). While, external controls are used to involving
legislative supervision; budget and audit activities; the use of an office such as an
ombudsman criticism from press; and oversight by consumer groups, and other concerned
individuals.
G. Serve rather than steer
It is increasingly important for public servants to use shared, value‐based leadership in
helping citizens articulate and meet their shared interests rather than attempting to control
or steer society in new direction.
We need a change perspective on Leadership. The traditional top‐down models of
leadership are outdated and unworkable in modern society. Today’s society can be
described as :
• Highly turbulent, subject to sudden and dramatic shifts
• Highly interdependent, requiring cooperation accross many sectors
• Greatly in need of creative and imaginative solutions to the problems facing us
• Leadership is changing in many ways;
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New Public Service guide we should be attentive to those changes since more and more
people are going to want to participate in the decisions that affect them. In this case,
leadership is increasingly being thought of not as a position in a hierarchy, but as a
process that occurs throughout organizations (and beyond). Leadership is not only
about doing things right, it’s about doing right things Î Leadership is inevitably
associated with important human values such as freedom, equality, and justice.
H. Value people, not just productivity
Public organizations and the networks in which they participate are more likely to be
successful in the long run if they are operated through processes of colaboration and shared
leadership based on respect for all people
The beliefs about what motivates human behaviour in in large measure determine how we
interpret, respond to, and try to influence the behaviour of others. Initial theories said that
assumptions about the nature of people were simplistic & generally negative. Nowadays
theories also said assumptions that if the works is designed well and authority relationships
were appropriately structured and regularized, optimum efficiency could be realized.
I. CONCLUTION
Beside its critique to previous approach, New Public Services has to be understood as a
framework of thinking. Its approach, as explained at beginning, developed based on some
developing circumstances in context of democratization. Its context, then, invited some
responds that saying the approach “too democratic” while “But Governments have been
under pressure to become more entrepreneurial and to use less of is regulatory and
coercive power”.
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