Escolar Documentos
Profissional Documentos
Cultura Documentos
AND ADMINISTRATION
JONABEL T. COLLADO, DPA, PHD.
•LEADERSHIP
•MANAGEMENT
•ADMINISTRATION
(PUBLIC/DEVELOPMENT)
Do u consider yourself a
manager?
An administrator?
Part of the government
organization?
MANAGEMENT (WEBSTER)
•PRESIDENT
•BOARD
•LEGISLATURE
• GOVERNING BODY
• P- planning
• O- organizing Systematic
• S- staffing framework
• D- directing in order to
• Co- Coordinating get things
done
• R- Reporting
• B- Budgeting
1. planning – the most basic of all
management functions
it is the process of combining all aspects
of organization
It involves selecting strategies, policies,
programs and procedures in achieving its
goals through the basic stages:
Simple approaches to planning:
1. Analysis Demand
identification and analysis of future
needs.
•GOVERNMENT
•GOVERNANCE
•PUBLIC ADMINISTRATION
GOVERNANCE
GOVERNMENT HAS DUTY
AND AUTHORITY
GOVERNANCE IS ABOUT
HOW SUCH DUTY IS
PERFORMED AND HOW
SUCH AUTHORITY
EXERCISED
GOOD
PUBLIC ADMINISTRATION
GOOD GOVERNANCE
GOOD PUBLIC
ADMINISTRATION/GO
OD GOVERNANCE
EFFECTIVE AND EFFICIENT
PERFORMANCE OF
GOVERNMENT DUTY AND
PROPER EXERCISE OF
GOVERNMENT AUTHORITY
GOOD PUBLIC
ADMINISTRATION/G
OOD GOVERNANCE
PROPER EXERCISE OF GOVERNMENT
AUTHORITY IN CARING FOR THE PEOPLE –
PROTECTING THEM AND FACILITATING
THEIR DEVELOPMENT
• skills needed in public administration (P.A as an ART)
qLeadership skills notes
qManagement skills
qPublic relations skills
qCommunication skills
qProgram Evaluation skills
• Activity :
With a partner discuss only ONE
important skill that a public
administrator/manager/leader
should possess and act out a scenario
where that particular skill may be
exhibited.
Characteristics of Public Administration
vSize and complexity of the government
system
vMultifarious activities in the government
vSignal difficulty of coordination in the
government
vMultiple participation in the government
vHigh Degree of interrelationships and
dependence in government
vMultiple command in government
vGovernmental objectives related to
social goals
vComplexity of decision making in
government
…..cont……
vPublic criticism
vAccountability and Transparency
vLegal Restrictions and Limitation in
Pubic Administration
vIncreasing impact of international
situations
QUALITIES OF A GOOD COUNCILOR
K
O
N
S
E
H
A
L
QUALITIES OF A GOOD COUNCILOR
O – Openness (transparent,
accessible to public,
constituents, accepts
suggestions /criticisms)
QUALITIES OF A GOOD COUNCILOR
S – Servant “Public
Service above
self”
QUALITIES OF A GOOD COUNCILOR
E – Efficient(local legislator)
employs researchers as
staff (evidenced – based
legislation)
QUALITIES OF A GOOD COUNCILOR
H – Hardwork plus
honesty
QUALITIES OF A GOOD COUNCILOR
A – Accountable “Public
Office is a Public
Trust (to the people)
QUALITIES OF A GOOD COUNCILOR
L - Leader (leads by
example)
QUALITIES OF A GOOD COUNCILOR
• K – Knowledge (for “knowledge is power”); Learning is a never ending
process
• O – Openness (transparent, accessible to public, constituents, accepts
suggestions/criticisms)
• N – Network (interaction with other LGU councilors for benchmarking,
sharing of best practices, ideas, innovations)
• S – Servant “Public Service above self”
• E – Efficient (local legislator) employs researchers as staff (evidenced –
based legislation)
• H – Hardwork plus honesty
• A – Accountable “Public Office is a Public Trust (to the people)
• L – Leader (leads by example)
Q.1
what are the common
violations of a public official in
terms of following norms of
conduct?
WORKSHOP
Norms of conducts of administrators or managers
1.Commitment to Public Interest
2.Professionalism
3.Justness and sincerity
4.Public mentality
5.Nationalism and patriotism
6.Commitment to democracy
7.simple
Q.2
what practices do you
recommend to prevent
such violations.
LEADERS WHO DELIVER VS. LEADERS WHO DESTROY
WWW.THEPERFORMANCEROO.CO.UK
They share the same information they can They share the minimum information they can get away
They use their power mindfully and vigilantly They use their power thoughtlessly
They create conditions for motivation to flourish They use pressure, fear and hierarchy to motivate
They are obsessed with performance and results They are myopically focused on results
They stamp on poor behavior with whatever the result They tolerate poor behavior if the result is ok
They review wins and losses with equal passion and discipline They move on from wins and interrogate failures
They adjust goals in any direction to ensure they are motivating Once set, they ‘ll only move goals to make them harder
They talk endlessly about responsibility They talk endlessly about accountability