Management Analysis in Public Organizations: History, Concepts, and Techniques

By Ray C. Oman; Stephen L. Damours et al. | Go to book overview

CHAPTER 11
New Developments in Public Administration and Their Implications for Management Analysis

This chapter will focus on new developments in public administration and their implications for management analysis over the 1965 to 1990 time frame. What happens in public administration is important to MA for a number of reasons. First, a significant number of management analysts are employed in the public sector. In addition, a good number of graduates of public administration programs work in federal, state, and local government. Further, many practicing management analysts have degrees in public administration. Last, trends and initiatives in government administration, such as the contracting out of government functions under Office of Management and Budget Circular A-76 and federal policy on information management provided by the Paperwork Reduction Act of 1980 and Office of Management and Budget Circular A-130, affect the nature of management analytical services provided by the private sector.

The theme of the chapter is that the issues, events, theories, and practice of public administration and their implications for MA can be best understood and analyzed within the framework of certain unifying themes. Some of these themes are not unique to the period 1965-1990; however, all of them assume special relevancy over the recent past. These basic unifying themes include: (1) "The New Public Administration," (2) decentralization, (3) administration and politics, (4) participation, (5) efficiency and productivity, (6) public administration tools, (7) cutback management, (8) postindustrial growth, (9) stability and change, (10) public administration as a profession, (11) the public choice model, (12) Japanese management, and (13) quality.

The late 1960s was a period of many cross currents in the United

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