Literatuur Management Consultancy &
Policy Advice Artikelen
Week 1
Stoker (2006) Public value management: a new narrative for
networked governance?
The aim of this article is to clarify the nature of the management style most suited to the
emergence of networked governance.
The emergence of networked governance brings up the question of the nature of an
appropriate management response. It requires development and more bottom-up
approaches. Established institutional forms of governance appear under challenge and new
forms emerging. As interdependence intensifies, new ways to collaborate must be found.
Interorganizational processes must be a complement or substitute to authority, as well as
managing networks.
→ They need more: a vision of an alternative paradigm to guide public servants in their
networked governance roles.
→ Public value management paradigm
Aim: specify the nature of the public value management paradigm in contrast with historical
antecedents and competitors.
- Achieving public value is core objective: collectively built through deliberation
- Stands in contrast to traditional public administration and new public management.
- Also providing normative implications. Public value management has a distinctive
understanding of the challenges of efficiency, accountability and equity.
Traditional public administration → new public management → public value management
- But relation between paradigms is more complex than merely a response t
shortcoming of antecedent. Period of transition is complex, reform initiatives not
entirely coherent.
- The difficulty is that underlying the approaches are different understandings of human
nature and different values attached to the achievement of various outcomes.
Debates are not about technical disputes, but about differences in fundamental
understanding of human motivation.
- Also, each paradigm has different tensions in the attempt to balance the demands of
a legitimate political process and effective management. Public value management
provides a new (flawed) resolution
Beyond Traditional Public Administration and New public Management: Searching for
public Value
,For new paradigms there are always connections to the past. The paradigm of public value
management does blend together features of traditional public administration and new public
management a bit, but it goes beyond its key objectives.
Traditional public administration
- Weberian: 3 institutions to organize society, governance and cope with modernity →
- 1) Political leadership and competing political leaders
- 2) Party politics: they get the vote and organize government
- 3) Bureaucracy: necessary for standardization of administrative responses, stability
and predictability.
- 1) Hierarchical division of labour
- 2) Full-time career
- 3) Prescribed rules without arbitrariness
- 4) Official appointed by merit
New public management
- Argument against monopolistic forms of service provision, in favour of a wider range
of providers and more market-oriented approach
- Public service institutions are inefficiënt and unresponsive to consumer needs.
1
, - Seeks to dismantle bureaucratic pillar of weberian model → towards lean, flat and
autonomous organizations
- Party politics reduced to providing leaders to guide system.
- Good quality political leadership is asset.
Public value management: an emerging management paradigm
- Does not confine politics, but sees it as central to the management challenge. Origin
can be traced to writer concerned with getting officials to work with politicians and
develop a nonbusiness dimension about how public service should be run.
- Public realm is different from commercial sector. Politics not confined, but breathes
life ito the whole process, it’s broader than just party politics. Politics is valued for
social coordination
- The governance of the public realm involves networks of deliberation and delivery in
pursuit in public value. 4 propositions:
- 1) Public interventions are defined by the search for public value: underlying
philosophy of public managers is achieving positive social and economic outcomes to
generate public value. → Whether this has been achieved becomes subject to
debate.
- 2) There is a need to give more recognition to the legitimacy of a wide range of
stakeholders: like business partners. Relies on stakeholder conception of legitimacy,
for a decision to be legitimate all stakeholders must be involved. Expects active
citizens endorsement. → need to rebuild public confidence in political institutions
- 3) An open-minded relationship approach to the procurement of services is framed
by a commitment to a public service ethos: open-minded approach to identify the
best supplier, so in public, private, voluntary sector. Relational approach (not mere
contract). Public sector ethos.of shared ethical values and commitments
- 4) An adaptable and learning-based approach to the challenge of public service
delivery is required: continuous adjustments, recognized by managers. Managers
must steer and maintain network. Manager in continuous evaluation and learning
from evidence-based approach.
Meeting the challenges of efficiency, accountability and equity
2
Policy Advice Artikelen
Week 1
Stoker (2006) Public value management: a new narrative for
networked governance?
The aim of this article is to clarify the nature of the management style most suited to the
emergence of networked governance.
The emergence of networked governance brings up the question of the nature of an
appropriate management response. It requires development and more bottom-up
approaches. Established institutional forms of governance appear under challenge and new
forms emerging. As interdependence intensifies, new ways to collaborate must be found.
Interorganizational processes must be a complement or substitute to authority, as well as
managing networks.
→ They need more: a vision of an alternative paradigm to guide public servants in their
networked governance roles.
→ Public value management paradigm
Aim: specify the nature of the public value management paradigm in contrast with historical
antecedents and competitors.
- Achieving public value is core objective: collectively built through deliberation
- Stands in contrast to traditional public administration and new public management.
- Also providing normative implications. Public value management has a distinctive
understanding of the challenges of efficiency, accountability and equity.
Traditional public administration → new public management → public value management
- But relation between paradigms is more complex than merely a response t
shortcoming of antecedent. Period of transition is complex, reform initiatives not
entirely coherent.
- The difficulty is that underlying the approaches are different understandings of human
nature and different values attached to the achievement of various outcomes.
Debates are not about technical disputes, but about differences in fundamental
understanding of human motivation.
- Also, each paradigm has different tensions in the attempt to balance the demands of
a legitimate political process and effective management. Public value management
provides a new (flawed) resolution
Beyond Traditional Public Administration and New public Management: Searching for
public Value
,For new paradigms there are always connections to the past. The paradigm of public value
management does blend together features of traditional public administration and new public
management a bit, but it goes beyond its key objectives.
Traditional public administration
- Weberian: 3 institutions to organize society, governance and cope with modernity →
- 1) Political leadership and competing political leaders
- 2) Party politics: they get the vote and organize government
- 3) Bureaucracy: necessary for standardization of administrative responses, stability
and predictability.
- 1) Hierarchical division of labour
- 2) Full-time career
- 3) Prescribed rules without arbitrariness
- 4) Official appointed by merit
New public management
- Argument against monopolistic forms of service provision, in favour of a wider range
of providers and more market-oriented approach
- Public service institutions are inefficiënt and unresponsive to consumer needs.
1
, - Seeks to dismantle bureaucratic pillar of weberian model → towards lean, flat and
autonomous organizations
- Party politics reduced to providing leaders to guide system.
- Good quality political leadership is asset.
Public value management: an emerging management paradigm
- Does not confine politics, but sees it as central to the management challenge. Origin
can be traced to writer concerned with getting officials to work with politicians and
develop a nonbusiness dimension about how public service should be run.
- Public realm is different from commercial sector. Politics not confined, but breathes
life ito the whole process, it’s broader than just party politics. Politics is valued for
social coordination
- The governance of the public realm involves networks of deliberation and delivery in
pursuit in public value. 4 propositions:
- 1) Public interventions are defined by the search for public value: underlying
philosophy of public managers is achieving positive social and economic outcomes to
generate public value. → Whether this has been achieved becomes subject to
debate.
- 2) There is a need to give more recognition to the legitimacy of a wide range of
stakeholders: like business partners. Relies on stakeholder conception of legitimacy,
for a decision to be legitimate all stakeholders must be involved. Expects active
citizens endorsement. → need to rebuild public confidence in political institutions
- 3) An open-minded relationship approach to the procurement of services is framed
by a commitment to a public service ethos: open-minded approach to identify the
best supplier, so in public, private, voluntary sector. Relational approach (not mere
contract). Public sector ethos.of shared ethical values and commitments
- 4) An adaptable and learning-based approach to the challenge of public service
delivery is required: continuous adjustments, recognized by managers. Managers
must steer and maintain network. Manager in continuous evaluation and learning
from evidence-based approach.
Meeting the challenges of efficiency, accountability and equity
2
