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Public Servants (public + servant)
Selected AbstractsWhen a Career Public Servant Sues the Agency He Loves: Claude Ferguson, the Forest Service, and Off-Road Vehicles in the Hoosier National ForestPUBLIC ADMINISTRATION REVIEW, Issue 6 2009Rosemary O'Leary Claude Ferguson, who in his own words "met the test of his lifetime," deviated from the norms of the U.S. Forest Service articulated by Herbert Kaufman in The Forest Ranger to became a government guerrilla against the organization he loved. This profile highlights several enduring themes: the inherent tensions between democracy and bureaucracy, the many masters of career bureaucrats, how organizational culture can both empower and constrain employees, and what it means to act responsibly, ethically, and with integrity as a public servant. In addition, this case demonstrates how the Forest Service has evolved since Kaufman's classic study. First, Kaufman depicted forest rangers as "valuing the organization more than they value[d] getting their own way," yet this profile underscores that public servants do not check their worldviews, mores, or ethics at the door. Second, Kaufman described the Forest Service's efforts to routinize the decisions of its employees in an effort to prevent allegiances to, or co-optation by, local populations. Yet in this Administrative Profile, Ferguson's hidden strategic tactics co-opted local stakeholders to enlist their support for a cause he deeply felt was right and just. [source] Revisiting Politicization: Political Advisers and Public Servants in Westminster SystemsGOVERNANCE, Issue 3 2008CHRIS EICHBAUM In recent times much has been made of the threat some argue is posed by political advisers to the impartiality of the Westminster civil service. Drawing on survey of senior New Zealand civil servants, this article examines the degree to which political advisers are perceived as a threat to civil service neutrality and describes the form taken by that threat as variously perceived. On the evidence reported, it is suggested that traditional understandings of "politicization" need to be reconceptualized if they are to fully account for the nature of the relationship between political and civil service advisers. To existing conceptions of politicization, therefore, the article proposes adding another: "administrative politicization," allowing for different gradations of politicization to be identified, and enabling a nuanced assessment of the nature and extent of a risk to civil service neutrality that, the data suggest, is not as great as is sometimes alleged. [source] Public Accountability is Always an Unresolved Puzzle for Public ServantsAUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 2009Jay N. Shih First page of article [source] Rare Praise, Indeed, for Public ServantsAUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 4 2000Adele Horin [source] When a Career Public Servant Sues the Agency He Loves: Claude Ferguson, the Forest Service, and Off-Road Vehicles in the Hoosier National ForestPUBLIC ADMINISTRATION REVIEW, Issue 6 2009Rosemary O'Leary Claude Ferguson, who in his own words "met the test of his lifetime," deviated from the norms of the U.S. Forest Service articulated by Herbert Kaufman in The Forest Ranger to became a government guerrilla against the organization he loved. This profile highlights several enduring themes: the inherent tensions between democracy and bureaucracy, the many masters of career bureaucrats, how organizational culture can both empower and constrain employees, and what it means to act responsibly, ethically, and with integrity as a public servant. In addition, this case demonstrates how the Forest Service has evolved since Kaufman's classic study. First, Kaufman depicted forest rangers as "valuing the organization more than they value[d] getting their own way," yet this profile underscores that public servants do not check their worldviews, mores, or ethics at the door. Second, Kaufman described the Forest Service's efforts to routinize the decisions of its employees in an effort to prevent allegiances to, or co-optation by, local populations. Yet in this Administrative Profile, Ferguson's hidden strategic tactics co-opted local stakeholders to enlist their support for a cause he deeply felt was right and just. [source] George Tenet and the Last Great Days of the CIAPUBLIC ADMINISTRATION REVIEW, Issue 3 2008Richard D. White Jr. George Tenet served as director of the Central Intelligence Agency from 1997 to 2004, an intense period spanning the administrations of Bill Clinton and George W. Bush and covering the terrorist attacks of September 11 and the U.S. invasion of Iraq. Few other central intelligence directors have served for so long, so energetically, or amid so much controversy. This profile examines the steep trajectory of Tenet's career, his response to the al-Qaeda threat, the role he played during the invasion of Iraq, and the eventual reorganization of the nation's intelligence community. It describes a public servant caught between the warring factions of the White House decision-making process, his own agency's intelligence priorities, and, ultimately, his own conscience. [source] "Publics" Administration and the Ethics of ParticularityPUBLIC ADMINISTRATION REVIEW, Issue 5 2003F. Neil Brady Ethical orientations that emphasize universal duties, ideals, and values are well known to public administrators. We pay attention to principle, policy, ideals, shared goals, and the provision of a variety of commonly held values, such as clean air and water, mosquito abatement, and public recreation. The word "public" often seems to be a synonym for "universal." However, this article explores particularity in ethics, especially as it applies to the life of the public servant. It identifies three distinct orientations that focus on the concrete,as opposed to the abstract,and it shows how the exceptional cases are not administrative problems; rather they provide a reality check for public administrators who suppose rules, plans, and programs to be their primary orientation toward the management of public concerns. [source] F.L. McDougall and the Origins of the FAOAUSTRALIAN JOURNAL OF POLITICS AND HISTORY, Issue 2 2000John B. O'Brien This article evaluates the role of Frank Lidgett McDougall, Australian economist, businessman and public servant, in the creation of the Food and Agriculture Organisation (FAO). It traces McDougall's development from an advocate of preferential trade within the British Empire to his embrace of a broader, more internationalist, concept of nutrition. By the mid-1930s, McDougall's advocacy of policies to improve nutrition worldwide through "marrying health and agriculture" led to the Australian government's advocacy of such policies in the League of Nations. McDougall was successful in persuading Australian policy makers that proposals to improveworldwide nutritional levels were also in Australia's best interest, by increasing demand for Australian agricultural exports. Finally, McDougall's significant personal role in the establishment of the FAO is assessed as the culmination of his career as a major behind-the-scenes architect of public policy. [source] The Purse Strings and the Policy Process: Bureaucratic Shaping of Industry Policy Capacity after 1945AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 1 2001Evan Jones Much literature in public administration debates the role of the public servant in the policy-making process. Some literature acknowledges an integral role of the public servant in the process. However, this role often remains obscure, due to being couched in abstract terms. The hierarchical structuring of responsibilities and power within bureaucracies imparts the capacity for differential influence. This paper provides a case study of the role of the Public Service Board (power over staffing) and the Australian federal Treasury (power over the purse) in the shaping of the bureaucratic structure. The case study centres on the industry policy bureaucracy in the volatile decade after World War II. In shaping the bureaucratic capacity, the Board and the Treasury exerted a discretionary influence on the policy process itself. [source] Diabetes Mellitus in a Subgroup of Older Mexicans: Prevalence, Association with Cardiovascular Risk Factors, Functional and Cognitive Impairment, and MortalityJOURNAL OF AMERICAN GERIATRICS SOCIETY, Issue 1 2002Joel Rodríguez-Saldaña MD OBJECTIVES: To examine the prevalence and effects of diabetes mellitus in a subgroup of older Mexicans to allow comparisons to older persons of Mexican origin living in the United States. DESIGN: Longitudinal study. SETTING: High-rise retirement housing in Mexico City. PARTICIPANTS: Seven hundred eighty-five public servants and their family members aged 65 and older. MEASUREMENTS: Geriatric survey of function; mental status and depression; a physical examination; and blood samples for glucose and cholesterol. RESULTS: The prevalence of diabetes mellitus in this population was 15.1%, substantially lower than the prevalence reported in people of Mexican origin living in the United States. Nondiabetics were more obese than diabetics. Diabetes mellitus was more common in men than women. The mortality rate was greater in diabetics than nondiabetics (relative risk = 1.73, P < .05). Diabetics had more coronary artery disease and were more likely to die from myocardial infarction and neoplasms than nondiabetics. Diabetics were more likely to be functionally impaired (P < .0001) but no more likely to fall or to have fractures. Diabetics did not differ from nondiabetics in cognitive impairment or level of dysphoria. CONCLUSION: These studies highlight some important similarities and differences in comparing a middle class subgroup of older diabetics in Mexico City with diabetics of Mexican origin living in the United States. [source] Crisis and Organisational Paralysis: The Lingering Problem of Korean Public AdministrationJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 1 2001Jong S. Jun This essay argues that the Korean crisis is caused by the enduring problems of administrative culture, such as central control of decision-making, corruption, passive learning, moral decay, and a lack of self-governance and autonomy of administrators. The crisis has brought organisational paralysis because public administrators are not capable of responding to and coping with the crisis situation. The authors state that solutions to these problems are difficult and require strategies beyond short-term, instrumental solutions because change involves education and raising consciousness of public servants at all levels. [source] International political marketing: a case study of United States soft power and public diplomacyJOURNAL OF PUBLIC AFFAIRS, Issue 3 2008Henry H. Sun Political marketing can be categorized with three aspects: the election campaign as the origin of political marketing, the permanent campaign as a governing tool and international political marketing (IPM) which covers the areas of public diplomacy, marketing of nations, international political communication, national image, soft power and the cross-cultural studies of political marketing. IPM and the application of soft power have been practiced by nation-states throughout the modern history of international relations starting with the signing of the Treaty of Westphalia in 1648. Nation-states promote the image of their country worldwide through public diplomacy, exchange mutual interests in their bilateral or multilateral relation with other countries, lobby for their national interests in international organizations and apply cultural and political communication strategies internationally to build up their soft power. In modern international relations, nation-states achieve their foreign policy goals by applying both hard power and soft power. Public diplomacy as part of IPM is a method in the creation of soft power, as well as, in the application of soft power. This paper starts with the definitional and conceptual review of political marketing. For the first time in publication, it establishes a theoretical model which provides a framework of the three aspects of political marketing, that is electoral political marketing (EPM), governmental political marketing (GPM) and IPM. This model covers all the main political exchanges among six inter-related components in the three pairs of political exchange process, that is candidates and party versus voters and interest groups in EPM ; governments, leaders and public servants versus citizens and interest groups in GPM, including political public relations and lobbying which have been categorized as the third aspect of political marketing in some related studies; and governments, interest group and activists versus international organizations and foreign subjects in IPM. This study further develops a model of IPM, which covers its strategy and marketing mix on the secondary level of the general political marketing model, and then, the third level model of international political choice behaviour based the theory of political choice behaviour in EPM. This paper continues to review the concepts of soft power and public diplomacy and defines their relation with IPM. It then reports a case study on the soft power and public diplomacy of the United States from the perspectives of applying IPM and soft power. Under the framework of IPM, it looks at the traditional principles of US foreign policy, that is Hamiltonians, Wilsonians, Jeffersonians and Jacksonians, and the application of US soft power in the Iraq War since 2003. The paper advances the argument that generally all nation states apply IPM to increase their soft power. The decline of US soft power is caused mainly by its foreign policy. The unilateralism Jacksonians and realism Hamiltonians have a historical trend to emphasize hard power while neglecting soft power. Numerous reports and studies have been conducted on the pros and cons of US foreign policy in the Iraq War, which are not the focus of this paper. From the aspect of IPM, this paper studies the case of US soft power and public diplomacy, and their effects in the Iraq War. It attempts to exam the application of US public diplomacy with the key concept of political exchange, political choice behaviour, the long-term approach and the non-government operation principles of public diplomacy which is a part of IPM. The case study confirms the relations among IPM, soft power and public diplomacy and finds that lessons can be learned from these practices of IPM. The paper concludes that there is a great demand for research both at a theoretical as well as practical level for IPM and soft power. It calls for further study on this subject. Copyright © 2008 John Wiley & Sons, Ltd. [source] Ending Up in Pizza: Accountability as a Problem of Institutional Arrangement in BrazilLATIN AMERICAN POLITICS AND SOCIETY, Issue 1 2007Matthew M. Taylor ABSTRACT Brazilians often complain that investigations of corruption by public servants drag on for years or bring few legal sanctions on the perpetrators. This lack of accountability is so pervasive that a slang phrase, acabou em pizza, is often invoked when investigations are inconclusive. This article investigates the role of four Brazilian public institutions charged with keeping public servants accountable. For analysis, it breaks the accountability process into its three component stages: oversight, investigation, and sanction. Through a study of six prominent cases of corruption, it shows that the weakness of the accountability process in Brazil is due not entirely to the toothlessness of individual institutions of accountability, but also to the independence of such institutions at each of the three stages. These findings suggest that institutional arrangements influence the degree of accountability, and thereby also public trust and confidence, in Latin America's largest democracy. [source] Institutions and governance: public staff management in TanzaniaPUBLIC ADMINISTRATION & DEVELOPMENT, Issue 5 2006Benson Bana Abstract The importance of institutions is one of the distinctive features of the new governance model. This article is an empirical study of how the institutional framework affects the way public servants are managed in Tanzania. In the ,Ujamaa' period, staffing institutions were placed under the control of the ruling party so that they would serve national development objectives, but the effect was to contaminate the efficiency and integrity of government. The legal framework conferred excessive powers on the President, and centralised staffing authority in agencies which were largely rubber-stamping bodies, and it allowed duplication of functions between central and line agencies. Recent reforms have not altered this situation. In a climate of corruption and favouritism, there was little confidence in the integrity of civil service staffing. There was a need to strengthen its independence, to devolve and to align the institution governing it with current political and development objectives while controlling corruption at lower levels. Our findings may have an application to the institutions of government as a whole. Copyright © 2006 John Wiley & Sons, Ltd. [source] When a Career Public Servant Sues the Agency He Loves: Claude Ferguson, the Forest Service, and Off-Road Vehicles in the Hoosier National ForestPUBLIC ADMINISTRATION REVIEW, Issue 6 2009Rosemary O'Leary Claude Ferguson, who in his own words "met the test of his lifetime," deviated from the norms of the U.S. Forest Service articulated by Herbert Kaufman in The Forest Ranger to became a government guerrilla against the organization he loved. This profile highlights several enduring themes: the inherent tensions between democracy and bureaucracy, the many masters of career bureaucrats, how organizational culture can both empower and constrain employees, and what it means to act responsibly, ethically, and with integrity as a public servant. In addition, this case demonstrates how the Forest Service has evolved since Kaufman's classic study. First, Kaufman depicted forest rangers as "valuing the organization more than they value[d] getting their own way," yet this profile underscores that public servants do not check their worldviews, mores, or ethics at the door. Second, Kaufman described the Forest Service's efforts to routinize the decisions of its employees in an effort to prevent allegiances to, or co-optation by, local populations. Yet in this Administrative Profile, Ferguson's hidden strategic tactics co-opted local stakeholders to enlist their support for a cause he deeply felt was right and just. [source] The Limits to Public Value, or Rescuing Responsible Government from the Platonic GuardiansAUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 4 2007R.A.W. Rhodes In various guises, public value has become extraordinarily popular in recent years. We challenge the relevance and usefulness of the approach in Westminster systems with their dominant hierarchies of control, strong roles for ministers, and tight authorising regimes underpinned by disciplined two-party systems. We start by spelling out the core assumptions behind the public value approach. We identify two key confusions; about public value as theory, and in defining ,public managers'. We identify five linked core assumptions in public value: the benign view of large-scale organisations; the primacy of management; the relevance of private sector experience; the downgrading of party politics; and public servants as Platonic guardians. We then focus on the last two assumptions because they are the least applicable in Westminster systems. We defend the ,primacy of party politics' and we criticise the notion that public managers should play the role of Platonic guardians deciding the public interest. The final section of the article presents a ,ladder of public value' by which to gauge the utility of the approach for public managers in Westminster systems. [source] Improving Federalism: Drivers of Change, Repair Options and Reform ScenariosAUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 3 2007John Wanna The Academy of Social Sciences in Australia (ASSA) and the Institute of Public Administration Australia (IPAA) hosted a ,Policy Roundtable on Federalism' on the 17,18 May 2007 at the University of Canberra. Around 50 attended the roundtable comprising politicians, Commonwealth and state public servants, and academics. The roundtable was provided with a number of background papers including the Hollander-Patapan article and another produced by staff of the Commonwealth Grants Commission entitled ,Trends in Commonwealth-State Financial Relations: a Grants Commission Perspective'. The roundtable focused not only on issues and challenges but, more practically, on options and how to make federalism work better. [source] Auditors-General: Cuckoos in the Managerialist Nest?AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 2 2001Richard Mulgan The role of Auditors-General has expanded in recent decades, particularly with the development of performance auditing. Performance auditing originated in the managerialist concern for monitoring results, but in some respects Auditors-General have found themselves at odds with managerialism, particularly where outsourcing and privatisation have reduced the level of public accountability. Performance auditing has also increased the potential for Auditors-General to clash openly with elected governments, though for the most part they confine their scrutiny to the activities of public servants. Auditors-General have more authority to confront governments over matters of propriety than over efficiency and effectiveness issues. [source] The Canadian public service has a personalityCANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 3 2006Donald J. Savoie This paper argues that this view no longer reflects reality. It looks to developments in both countries to justify this contention, maintaining that the claim is even more relevant in Canada than in the United Kingdom. The public service's separate identity can be found in our unwritten, informal constitution. A number of measures introduced in recent years, including access to information and whistleblowing legislation, combined with other developments, such as the role played by the public service in a transition to a new government and a number of judicial decisions, have also given a distinct persona and a constitutional personality to the public service. The implications for the relationship between politicians and public servants and for accountability in government are far-reaching. The challenge now is to put in place measures designed to protect the non-partisan, professional character of the public service. Sommaire: La notion selon laquelle la fonction publique n'a pas de personnalité constitutionnelle ni d'identité distincte du gouvernement du jour a été un élément clé dans les négociations qui guident les relations entre le Parlement, les ministres et les fonctionnaires en Grande-Bretagne tout comme au Canada. Cet article prétend que ce point de vue ne reflète plus la réalité. II étudie les faits nouveaux dans les deux pays pour justifier cette assertion, et maintient que cette allégation est encore plus pertinente au Canada qu'au Royaume-Uni. L'identité distincte de la fonction publique peut se trouver dans notre constitution orale, informelle. Un certain nombre de mesures adoptées ces dernières années - dont les lois sur l'accès à l'information et sur la dénonciation - s'ajoutant à d'autres développements tels que le rôle joué par la fonction publique au cours de la transition vers un nouveau gouvernement et un certain nombre de jurisprudences, ont aussi donné une identité distincte et une personnalité constitutionnelle à la fonction publique. Les implications que cela entraîne pour les relations entre les politiciens et les fonctionnaires ainsi que pour l'imputabilité au sein du gouvernement sont très vastes. Dés lors, le défi consiste à mettre en place des mesures conçues pour protéger l'aspect professionnel et non partisan de la fonction publique. [source] Quand les attitudes au travail sont tributaires de la progression de carrière: analyse dans le cadre de la modernisation de la gestion des ressources humainesCANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 2 2006Renaud Paquet Sommaire: À partir d'une analyse de la littérature, puis d'une étude empirique auprès d'un échantillon homogène de fonctionnaires fédéraux, l'article examine les liens entre, d'une part, les principaux indicateurs psychologiques et attitudinaux au travail (indicateurs souvent utilisés pour prédire la propension à quitter des employés) et d'autre part, les étapes de carrière de ces mêmes employés. En établissant les étapes de carrière en fonction des préoccupations de carrière actuelles des employés, les résultats démontrent que les répondants aux périodes d'exploration et de désengagement de leur carrière rapportent ceci: de façon généale, leurs attitudes au travail sont plus négatives que ceux qui se situent aux périodes d'établissement et de maintien. Les constats de l'étude soulèvent des enjeux importants pour la gestion des ressources humaines dans le secteur public et laissent entrevoir des pistes pratiques d'intervention pour une plus grande mobilisation et rétention des employés. Abstract: Through an analytical review of the literature, followed by an empirical study conducted among a homogeneous sampling of federal public servants, the article examines the relationships between, on the one hand, the key psychological and attitudinal indicators in the workplace (indicators that are often used to predict an employee's propensity to quit his or her employment) and, on the other hand, the career steps of these same employees. When the career steps are established on the basis of the employees' actual concerns in terms of their careers, the results demonstrate that respondents who are either in the exploration or disengagement phase of their careers report the following: in general, their attitudes towards work are more negative than the attitudes of those who are in the middle of establishing or maintaining their careers. The study's findings raise important issues with respect to human resources management in the public sector, and suggest practical avenues for action aimed at ensuring greater employee mobilization and retention. [source] Acting on values: An ethical dead end for public servantsCANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 4 2004John W. Langford The central tenet of this approach is that a framework of core values can be used directly by public servants to solve ethical dilemmas or to justify more specific rules of behaviour. The author argues that this approach is conceptually flawed on a number of levels. Its advocates seem confused about what a value is and how to identify core values. They also seem tolerant of the existence of a large number of core values that are not clearly defined. This inevitably creates a situation in which there is substantial value conflict and no way to resolve such clashes. Finally, the values approach, at least as structured in Ottawa, subdivides values into groups, making a puzzling distinction between ethical and non-ethical values. After examining these flaws, the article explores the need to pay more attention to consequentiality approaches for enhancing ethical behaviour that resonate with the ways in which public servants intuitively approach ethical judgments. Sommaire: Cet article fait une analyse critique de l'éthique dans le secteur public fondée sur les valeurs, plus particulièrement la façon dont cette approche a étéélaborée à Ottawa. Cette approche repose essentiellement sur le principe que les fonctionnaires peuvent se servir d'un cadre directeur de valeurs fondamentales pour résoudre des dilemmes moraux ou pour justifier des règles de comportement plus précises. L'auteur soutient que sur le plan conceptuel, cette approche comporte des lacunes à plusieurs niveaux. Ses partisans ne semblent pas trop savoir ce qu'est une valeur ni comment dégager les valeurs fondamentales. Le fait qu'un grand nombre de valeurs fondamentales ne soient pas clairement définies ne semble pas non plus les déranger. On se trouve inévitablement en face d'une situation de conflits de valeurs sans moyens de les résoudre. Enfin, cette approche fondée sur les valeurs, tout au nioins telle que structurée par Ottawa, les subdivise en groupes, faisant Line étrange distinction entre les valeurs éthiques et non-éthiques. Apres avoir examiné ces lacunes, I'article explore la nécessité de s'intéresser davantage aux approches conséquentialistes pour valoriser le comportement éthique, qui font écho aux façons dont les fonctionnaires abordent d'instinct les jugements moraux. [source] L'imaginaire éthique des répondants du réseau gouvernemental québécois en matière d,éthiqueCANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 4 2004Yves Boisvert Sommaire: Existe-t-il des dispositifs en éthique gouvernementale qui ne relèvent pas de la logique propre à la déontologie, comme c'est la tendance chez les pays membres de I'ocde? Dans le cadre d'une recherche financée par le secrétariat du Conseil du Trésor du gouvernement du Québec, il nous a été possible d'explorer un dispositif appelé« Réseau des répondants en éthique ». À I'analyse des réponses obtenues lors d'une enquête de type terrain, nous avons constaté qu'il y avait concordance entre la définition que les répondants donnaient de l'éthique (conception très majoritairement auto-régulationniste) et la perception qu'ils avaient du rôle qu'ils devaient jouer. Nous avons aussi fait la démonstration qu'il y a une rupture dans l'imaginaire éthique des répondants par rapport à la tendance hétéro-régulationniste. Une des causes de ce changement de mentalité proviendrait du fait que les consultants en éthique du Québec ont adopté un modèle de réflexion éthique faisant bien la distinction entre l'éthique et la déontologie. Abstract: Countries of the oecd have established "codes of conduct" for public servants. Do these codes have a determining effect on how ethics are applied? Our research project, funded by the Secretariat du Conseil du Tresor of the Government of Quebec, allowed us to explore what is called the Réseau des répondants en éthique, a network of ethics consultants. When we analysed field survey responses, we found a parallel between the ways the network respondents defined ethics (a primarily self-regulated conception) and how they perceived the roles they were expected to play. We also found that there is a disjunction between the respondents' perception of ethics and the trend of regulation-by-others. One of the causes of this change in mentality would appear to be that Quebec's ethics consultants have adopted an ethical reflection model that distinguishes between ethics and codes of conduct. [source] Where are we coming from?CANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 2 2003Are there any useful lessons from our administrative history? Beginning with the observation that many recent innovations in public organizations were foreshadowed under the United Canadas, 1841,1867, it asks why they were gradually abandoned over the first century of Confederation, only to be revived recently. For reasons of efficiency and democratic governance, the department became the keystone organization of Canadian public administration, and bureaucracy the key decision-making technology. Changes in economic conditions, technology, élite ideology and political culture led to the introduction of public management as an alternative to bureaucracy. Neither form has met all the needs of politicians, public servants and citizens. One lesson of the past is that other values, like representativeness, will assert themselves with the result that the system will continue to evolve. Sommaire: Cet article conteste la notion voulant que les conditions contemporaines sont si nouvelles qu'il n'y a pas de leçon utile à chercher dans I'histoire administrative. Partant de I'observation que plusieurs innovations récentes en organisation publique avaient leur pendant sous les Canadas Unis, 1841,1867, I'article cherche à comprendre pourquoi celles-ci furent graduellement abandonnées pendant le premier siècle de la Confédération puis redécouvertes récemment. Pour des raisons d'efficience et de gouveme démocratique, le ministère devint I'organisation de préférence au sein de I'administration publique canadienne, tandis que la bureaucratie devint le mode décisionnel préféré. Des changements aux conditions économiques, à la technologie, à I'idélogie des élites et à la culture politique ont menéà I'introdudion du management public comme alternative à la bureaucratie. Aucun de ces changements n'a satisfait tous les besoins des politiciens, des fonctionnaires et des citoyens. Le passé suggère que d'autres valeurs, telle la représentativité, vont s'imposer, poussant le système àévoluer encore. [source] | |||||||||||||||||||||||||