Inhoud
Van der Wal, Chapter 1. The Public Manager.........................................................3
VUCA................................................................................................................... 3
Different types of Public Managers: who they are and what they do..................3
Van der Wal, Chapter 2. Traditional Versus New...................................................4
Three ideal types of public managers.................................................................4
Roles, competencies, and values for a VUCA world............................................5
Skills, competencies, and values: how do they differ?........................................6
Van der Wal, Chapter 3. Trends and Drivers..........................................................6
Trends, hypes, and shocks.................................................................................6
Global megatrends............................................................................................. 6
Van der Wal, Chapter 4. Demands, Dilemmas, Oppurtunities...............................7
Megatrends and managerial demands...............................................................7
Bryson et al: Public Value Governance: Moving Beyond Traditional Public
Administration and the New Public Management..................................................8
Traditional Public Management..........................................................................8
New Public Management.................................................................................... 8
Emerging new approach..................................................................................... 9
Value, Public Value, Public Values, and the Public Sphere..................................9
Creating Public Value different perspectives:.....................................................9
How Public Value Relates to Other Concepts....................................................10
How the Ideas of Creating Public Value and Policy-Level and Societal Public
Values Are Used in Practice and Research........................................................10
Conclusion........................................................................................................ 10
Van der Wal, Chapter 5. Managing Stakeholder Multiplicity................................12
Mapping, prioritizing, engaging........................................................................12
Framing, branding, storytelling.........................................................................12
Developing social media-literate managers......................................................13
Van der Wal, Chapter 6. Managing Authority Turbulence....................................14
Authority Turbulence: cause and consequence................................................14
Diffuse causes and manifestations...................................................................14
Internal and external managerial implications.................................................15
Eight managerial responses.............................................................................15
Van der Wal, Chapter 7. Managing the New Work(force).....................................17
Evolving tpes of work, working, and workers....................................................17
Recuiting and incentivizing the new workforce................................................17
Reverse mentoring........................................................................................... 18
1
, Managing flexibly, virtually, and remotely........................................................18
Van der Wal, Chapter 8. Managing Innovation Forces.........................................18
Operating amid disruptions.............................................................................. 18
Managing innovation stages effectively............................................................19
Three enduring questions for public managers................................................20
Willems: Public servant stereotypes: It is not (at) all about being lazy, greedy and
corrupt................................................................................................................. 20
Theoretical Background.................................................................................... 20
Key findings:..................................................................................................... 20
Van der Wal, Chapter 9. Managing Ethical Complexities.....................................21
Competing values and obligations...................................................................21
Ethical complexities in three areas...................................................................21
Effective ethics management...........................................................................23
Effective ethical leadership...............................................................................24
Van der Wal, Chapter 10. Managing Short Versus Long Time Horizons...............24
Contrasting time horizons................................................................................. 24
Managing resilience.......................................................................................... 25
Making foresight work’..................................................................................... 25
Van der Wal, Chapter 11. Managing Cross-sectoral Collaboration.......................27
Co-produce, co-create, and co-complain?.........................................................27
Types of partnerships and partners..................................................................27
Collaborative activities, skillsets, and mindsets...............................................28
Managing shared accountability and performance...........................................29
Van der Wal, Chapter 12. The 21st Century Public Manager...............................30
Five key characteristics of 21st century public managers.................................30
Becoming, Developing, and Training................................................................30
Thomas: Citizen, Customer, Partner: Rethinking the Place of the Public in Public
Management........................................................................................................ 31
Knowledge clips; extra information:....................................................................32
Public Management 1. Summary of
book, clips and articles
2
,Van der Wal, Chapter 1. The Public Manager
VUCA
Van der Wal; Four key features which characterize the public manager its operating environment in the 21 st century:
- Larger Volatility: refers to challenges or events that are unexpected or unstable and may have an unknown
duration. These events disrupt systems and
norms but are not necessarily difficult to
understand.
- More Uncertainty: more frequently
confronted with sudden leadership
transitions.
- Growing Complexity: variety of
stakeholders, diverse workforce
- Ambiguity: Causual relationships are
completely unclear, and there are no
precedents to guide decision-making. It
involves facing "unknown unknowns," where
the outcomes and implications of actions are
highly uncertain. Piloting and experimenting.
Together these four features are the VUCA events.
You can categories them as following:
VUCA emerged: in the post-Cold War environment of the early 1990s precisely to stimulate thinking about planning and
preparing for operating environments increasingly characterized by ‘wild cards. Wild cards are unlikely, high-impact events
that are complex, expensive, and seldom politically expedient to anticipate and plan for.
The Public Manager job will become less routinized and demarcated in terms of time, space, task, and policy area, and more
complex, multi-faced, cross-sectoral, and international.
Different types of Public Managers: who they are and what they do
The focus of public managers lies on a positional perspective rather than functional perspective (politicians are not one of the
pubic leaders). The following theories are focused on (future) managers, from mid-level to senior, in public and semi-public
sector organizations such as ministries, executive agencies, international, regional and municipal government organizations,
statutory boards, public hospitals, universities, state-owned enterprises, and government-linked companies.
3
, As such, isn’t this rather traditional and seemingly
‘neat’ distinction between types at odds with the
networked and fluid characteristics of the VUCA
world?
� Not necessarily. For decades to come,
public managers will have formal job
titles, responsibilities, and programmes
and departments to run, regardless of the
extent of their collaboration with other
actors (public, private, and civic). This is
the nature of the public sector beast.
However, what will change is how public managers
have to simultaneously fulfil sometimes
contradictory roles to survive 21st century operating
environments, requiring various traditional,
recurrent, and new skills, competencies, and values
underpinning these roles.
Van der Wal, Chapter 2. Traditional Versus New
Three ideal types of public managers
‘For things to remain the same, everything must change’. –> Core idea on changes and innovations in the Public Service.
Over time, we can distinguish three key ideal types of public managers that have emerged alongside changing views of the
role of government and concurrent reform movements. These three are all crucial and complement each other:
- 1.0: The Traditional, Rule-Oriented Bureaucrat (TPA / Weberian model)
● Rooted in late 19th–early 20th century ideas (Weber, Wilson).
● Core traits: neutral, loyal to political mandates, impartial, efficient, lawful.
● Authority comes from legal expertise and domain knowledge.
● Operates through hierarchical, formalized organizations.
● Think of the classic civil servant: rule-bound, impartial, predictable.
- 2.0: The ‘Businesslike’, Performance-Focused Manager (NPM)
● Emerged in the 1980s–90s.
● Core traits: efficiency, effectiveness, accountability, measurable results.
● Sees citizens as clients/customers.
4
Van der Wal, Chapter 1. The Public Manager.........................................................3
VUCA................................................................................................................... 3
Different types of Public Managers: who they are and what they do..................3
Van der Wal, Chapter 2. Traditional Versus New...................................................4
Three ideal types of public managers.................................................................4
Roles, competencies, and values for a VUCA world............................................5
Skills, competencies, and values: how do they differ?........................................6
Van der Wal, Chapter 3. Trends and Drivers..........................................................6
Trends, hypes, and shocks.................................................................................6
Global megatrends............................................................................................. 6
Van der Wal, Chapter 4. Demands, Dilemmas, Oppurtunities...............................7
Megatrends and managerial demands...............................................................7
Bryson et al: Public Value Governance: Moving Beyond Traditional Public
Administration and the New Public Management..................................................8
Traditional Public Management..........................................................................8
New Public Management.................................................................................... 8
Emerging new approach..................................................................................... 9
Value, Public Value, Public Values, and the Public Sphere..................................9
Creating Public Value different perspectives:.....................................................9
How Public Value Relates to Other Concepts....................................................10
How the Ideas of Creating Public Value and Policy-Level and Societal Public
Values Are Used in Practice and Research........................................................10
Conclusion........................................................................................................ 10
Van der Wal, Chapter 5. Managing Stakeholder Multiplicity................................12
Mapping, prioritizing, engaging........................................................................12
Framing, branding, storytelling.........................................................................12
Developing social media-literate managers......................................................13
Van der Wal, Chapter 6. Managing Authority Turbulence....................................14
Authority Turbulence: cause and consequence................................................14
Diffuse causes and manifestations...................................................................14
Internal and external managerial implications.................................................15
Eight managerial responses.............................................................................15
Van der Wal, Chapter 7. Managing the New Work(force).....................................17
Evolving tpes of work, working, and workers....................................................17
Recuiting and incentivizing the new workforce................................................17
Reverse mentoring........................................................................................... 18
1
, Managing flexibly, virtually, and remotely........................................................18
Van der Wal, Chapter 8. Managing Innovation Forces.........................................18
Operating amid disruptions.............................................................................. 18
Managing innovation stages effectively............................................................19
Three enduring questions for public managers................................................20
Willems: Public servant stereotypes: It is not (at) all about being lazy, greedy and
corrupt................................................................................................................. 20
Theoretical Background.................................................................................... 20
Key findings:..................................................................................................... 20
Van der Wal, Chapter 9. Managing Ethical Complexities.....................................21
Competing values and obligations...................................................................21
Ethical complexities in three areas...................................................................21
Effective ethics management...........................................................................23
Effective ethical leadership...............................................................................24
Van der Wal, Chapter 10. Managing Short Versus Long Time Horizons...............24
Contrasting time horizons................................................................................. 24
Managing resilience.......................................................................................... 25
Making foresight work’..................................................................................... 25
Van der Wal, Chapter 11. Managing Cross-sectoral Collaboration.......................27
Co-produce, co-create, and co-complain?.........................................................27
Types of partnerships and partners..................................................................27
Collaborative activities, skillsets, and mindsets...............................................28
Managing shared accountability and performance...........................................29
Van der Wal, Chapter 12. The 21st Century Public Manager...............................30
Five key characteristics of 21st century public managers.................................30
Becoming, Developing, and Training................................................................30
Thomas: Citizen, Customer, Partner: Rethinking the Place of the Public in Public
Management........................................................................................................ 31
Knowledge clips; extra information:....................................................................32
Public Management 1. Summary of
book, clips and articles
2
,Van der Wal, Chapter 1. The Public Manager
VUCA
Van der Wal; Four key features which characterize the public manager its operating environment in the 21 st century:
- Larger Volatility: refers to challenges or events that are unexpected or unstable and may have an unknown
duration. These events disrupt systems and
norms but are not necessarily difficult to
understand.
- More Uncertainty: more frequently
confronted with sudden leadership
transitions.
- Growing Complexity: variety of
stakeholders, diverse workforce
- Ambiguity: Causual relationships are
completely unclear, and there are no
precedents to guide decision-making. It
involves facing "unknown unknowns," where
the outcomes and implications of actions are
highly uncertain. Piloting and experimenting.
Together these four features are the VUCA events.
You can categories them as following:
VUCA emerged: in the post-Cold War environment of the early 1990s precisely to stimulate thinking about planning and
preparing for operating environments increasingly characterized by ‘wild cards. Wild cards are unlikely, high-impact events
that are complex, expensive, and seldom politically expedient to anticipate and plan for.
The Public Manager job will become less routinized and demarcated in terms of time, space, task, and policy area, and more
complex, multi-faced, cross-sectoral, and international.
Different types of Public Managers: who they are and what they do
The focus of public managers lies on a positional perspective rather than functional perspective (politicians are not one of the
pubic leaders). The following theories are focused on (future) managers, from mid-level to senior, in public and semi-public
sector organizations such as ministries, executive agencies, international, regional and municipal government organizations,
statutory boards, public hospitals, universities, state-owned enterprises, and government-linked companies.
3
, As such, isn’t this rather traditional and seemingly
‘neat’ distinction between types at odds with the
networked and fluid characteristics of the VUCA
world?
� Not necessarily. For decades to come,
public managers will have formal job
titles, responsibilities, and programmes
and departments to run, regardless of the
extent of their collaboration with other
actors (public, private, and civic). This is
the nature of the public sector beast.
However, what will change is how public managers
have to simultaneously fulfil sometimes
contradictory roles to survive 21st century operating
environments, requiring various traditional,
recurrent, and new skills, competencies, and values
underpinning these roles.
Van der Wal, Chapter 2. Traditional Versus New
Three ideal types of public managers
‘For things to remain the same, everything must change’. –> Core idea on changes and innovations in the Public Service.
Over time, we can distinguish three key ideal types of public managers that have emerged alongside changing views of the
role of government and concurrent reform movements. These three are all crucial and complement each other:
- 1.0: The Traditional, Rule-Oriented Bureaucrat (TPA / Weberian model)
● Rooted in late 19th–early 20th century ideas (Weber, Wilson).
● Core traits: neutral, loyal to political mandates, impartial, efficient, lawful.
● Authority comes from legal expertise and domain knowledge.
● Operates through hierarchical, formalized organizations.
● Think of the classic civil servant: rule-bound, impartial, predictable.
- 2.0: The ‘Businesslike’, Performance-Focused Manager (NPM)
● Emerged in the 1980s–90s.
● Core traits: efficiency, effectiveness, accountability, measurable results.
● Sees citizens as clients/customers.
4
