LESSON 1

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Created by
Shanelle Arianne

Cards (37)

  • Administrative thought is always in a state of continuous change, evolution and adaptation as it has to ‘grow’ to catch up with society together with its ever-changing challenges.
  • Dwight Waldo, the prominent American academic figure in public administration, argued in 1947 that the then current administrative theories and thoughts actually grew and evolved since the industrial revolution from the nineteenth-century
  • Public Administration is the process and contents of implementing public policies and programs. It is cooperative human action whether within the public bureaucracy, the private sector, or in NGOs aimed at delivering services to the people.
  • There is a Philippine public administration as far as there are institutions of public administration addressing specific sectoral concerns.
  • There is a Philippine public administration as far as it being a field of study is concerned.
  • There is a Philippine public administration considering the massive role of the bureaucracy in Philippine public administration.
  • There is a Philippine public administration when we consider its major institutions in education, politics and government
  • we have a Philippine public administration characterized by the presence of administrative structures and processes operating within a unique Philippine context
  • PHILIPPINE ADMINISTRATIVE SYSTEM refers to a network of public organizations with specific goals, policies, structures, resources and programs. It includes the internal processes of and interaction between and among the public organizations which are constituted to implement, help formulate, monitor or assess public policies. 
  • PHILIPPINE ADMINISTRATIVE SYSTEM (PAS)
    refers to a network of public organizations with specific goals, policies, structures, resources and programs. It includes the internal processes of and interaction between and among the public organizations which are constituted to implement, help formulate, monitor or assess public policies.
  • PHILIPPINE ADMINISTRATIVE SYSTEM (PAS)
    It is about the government and its political divisions in the country. It is about the political hierarchy such as the central government, provinces, municipalities and barangay.
  • PHILIPPINE ADMINISTRATIVE SYSTEM (PAS) STRUCTURE
    EXECUTIVE DEPARTMENTS
    • Office of the President
    • Office of the Vice President
    JUDICIAL BRANCH
    • Supreme Court
    • Court of Appeals
    • Sandiganbayan
    • Court of Tax Appeals
    • Judicial and Bar Council
    LEGISLATIVE BRANCH
    • Senate
    • House of Representatives
    CONSTITUTIONAL COMMISSIONS
    • Civil Service Commission (CSC)
    • Commission on Audit (COA)
    • Commission on Elections (COMELEC)
    CONSTITUTIONALLY CREATED/ MANDATED SPECIAL BODIES
    • Commission on Human Rights (CHR)
    • Ombudsman
  • Spanish Colonial Period

    • Implemented conflicting imperial expectations about what was expedient for the bureaucracy
    • Was driven by a public office ideology that gave the king the right to dispose of public office as his personal property
    • Had a highly centralized character
    • Was defined by Spaniards' negativism towards Filipinos, which originated from their belief that the Indio's were culturally and politically inferior
  • Spanish Colonial Period

    • Established the social institution of bureaucracy
    • The moral corruption of its members was the fundamental weakness of the colonial bureaucracy.
    • "bankrupt in practical politics, because the officials were dishonest in inspiration, and either incompetent or authoritarian in practice."
  • Characteristics of Spanish Colonial Bureaucracy:
    • Spain’s colonial objectives which left much room for the bureaucrats to exercise discretion on how they would interpret or implement policies enunciated in Spain;
    • The philosophy regarding public office of the Spanish regime;
    • The dependence of the colonial office in Manila on Spain;
    • It’s highly centralized organization
    • The negativism of the regime against the Filipinos
  • THE AMERICAN COLONIAL PERIOD

    • One pursued "without a constant intention" or a particular colonial goal. 
    • Explicit interests existed, as demonstrated by company, church groups, and even military strategists. And there was no consensus about how to go about the colonial venture.
  • Characteristics of American Bureaucracy:
    • No individual will or influence was dominant. The administration was governed by the law and not by any personal decisions and actions of specific officials.
    • In its early years, the civil government inherited civilians and discharged soldiers who were employed by the previous American military government.
    • Political interference and the spoiling scheme were removed from the new civil service.
  • Characteristics of American Bureaucracy:
    • Government officials and employees were prohibited from engaging in private business unless permission was obtained by the governor-general.
    • Somehow, the relationship between the Civil Service Office was strained. This was due to a strong drive by the Civil Service Office to overhaul the civil service, which was not necessarily acceptable.
  • Characteristics of the Early Republic:
    • From the American colonial period, we move on to the experiences of the early republic after the United States granted the Philippines its independence in 1946. The nation had just been through the Second World War, which had caused significant physical damage and economic decline. While these factors would present daunting challenges to the public sector, the advent of a bi-party system soon after independence would have had a significant impact on the character and essence of the civil service.
    • Nepotism
    • Merit System
    • Normalcy
  • Element of the environment that affected all government officials:

    • Two features of the bureaucracy:
    1. centralized organization
    2. administration of laws
    • The strong influence of the American colonial system
    • Instrument of social change and innovations when it was placed under Filipino control.
    • No distinct social class or have class attributes.
    • Vulnerable to attacks by the politician
  • THE AUTHORITARIAN REGIME
    • On September 21, 1972, Ferdinand Marcos, using the powers bestowed upon him by the Constitution, proclaimed and put the whole country under martial law. He dissolved Congress and arrested political leaders who disagreed or were possible oppositionists to his country's political plans. He pro-claimed his policy of establishing a "New World" through a central revolution, with his government leading the revolution.
  • First Presidential Decree (thorough reorganization of the executive branch of the Philippine government.)

    • Decentralized national government works to the degree necessary to improve administration by reducing the number of departments under the President's office and establishing 11 unified administrative regions.
    • It has centralized the structure and common organizational tasks of the departments. Four staff resources for planning, finance and management, administration and technical vices have been developed in each department.
  • First Presidential Decree
    • It facilitated the preparation and execution of national development plans by creating the National Economic and Development Authority (NEDA).
    • The single-headed Civil Service Commission has been turned into a three-person Commission.
    • It has decentralized personnel functions to line departments, bureaus and regional offices.
    • It created the Career Executive Service as the highest level of government service. 
  • THE AQUINO REGIME

    Corazon C. Aquino was sworn in as President of the Republic of the Philippines after Marcos fled the country as a result of the EDSA Revolution in 1986. With re-democracy as its main agenda, its administration continued with the restructuring of state institutions, including the civil service. It set up a Presidential Commission on Government Reorganization, which saw the need to "de-Marcosify" the bureaucracy.
  • THE AQUINO REGIME
    • The Aquino Regime Government Reorganization
    • The promotion of private initiative
    • Decentralization
    • Accountability
    • Efficiency of front-line services
    • Cost-effectiveness of operations.
    • In short, the bureaucracy was to be an instrument for democratic ends.
  • THE IMPLICATIONS OF THE EVOLUTION OF THE PHILIPPINE BUREAUCRACY ON ITS CAPACITY
    • The goals they set to achieve
    • The processes which society expect them to utilize
    • The amount of power and resources that they are vested with
    • The level of accountability that they exercise
    • The outputs and the outcomes they are expected to deliver
    • The Philippine Administrative System as an Enabling Institution
  • ELEMENTS OF PHILIPPINE ADMINISTRATIVE SYSTEM (PAS)
    • Goals
    • Structures
    • Resources
    • Policies
    • Programs
  • SOURCES OF POWER OF THE PHILIPPINE ADMINISTRATIVE SYSTEM (PAS)
    • as Instrument of the State – government functions are exercised legitimately supported by enabling state policies and authority.
    • as Enforcer and Implementer of Public Policy – discretion in policy implementation
    • as a Service Delivery System – discretion to determine quantity, quality, adequacy and timeliness of services it provides
    • as Participant in the Policy Formulation Process - advice is sought on legislation and policy-making
  • SOURCES OF POWER OF THE PHILIPPINE ADMINISTRATIVE SYSTEM (PAS)
    • Technical Expertise of the PAS - professional training of civil servants in areas of competence on policy issues
    • Nationwide Presence of the PAS - expansive reach to mobilize support programs all over the country.
  • COMPONENTS OF THE PAS AS AN ENABLING INSTITUTIONS


    • Public Organizations (legal mandates, major functions and structures, etc.)
    • Internal Processes and Interactive Efforts (perform public functions through defined rules and procedures internal to the organization)
    • Implementing, Help Formulating and Assessing Public Policies (formulated jointly by the legislative and executive branches.
    • Individuals, Groups, Organizations and Communities as Its Public/Clientele
    • The Greater Socio-Politico and Economic Environment
  • THE PHILIPPINE ADMINISTRATIVE SYSTEM UTILIZING PAS POWER TO ENHANCE PEOPLE POWER

    • Acknowledges people as ultimate source and end of state power
    • Enforces the law fairly and justly
    • Implements public policy efficiently
    • Institutionalized access to pas' services
    • Decentralizes and makes operations transparent
    • Listens to and works with the people
    • Uses local language/keeps procedures simple
  • PAS EMPOWERS PEOPLE

    • Institutionalized access to PAS services
    • Decentralizes and makes operations transparent
    • Listens and works with people
    • Procedures should be made simple and local language should be used
  • THE PHILIPPINE ADMINISTRATIVE SYSTEM EMPOWERMENT CHECKLIST
    • Just & fair enforcement of the law
    • Participatory & consultative
    • Accessible administrative system
    • Decentralized empowerment
    • Efficient and service-oriented
    • Accountable
    • Pro-equity
  • DESIRABLE CHARACTERISTICS OF THE PHILIPPINE ADMINISTRATIVE SYSTEM
    • The PAS is a just and fair law enforcement body
    • The PAS is participatory and consultative
    • The PAS is open
    • The PAS supports decentralization
    • The PAS is successful
    • The PAS is accountable for the use of all its influence
    • The PAS supports the cause of equality
    • Generally, the Philippine Administrative System must be organized, critically aware, and have a Vision of what they want.
  • THE PHILIPPINE ADMINISTRATIVE SYSTEM CAPABILITY BUILDING
    Refers to the “building“ of people-based structures and institutions which is the real essence of the concept. It means enabling people to organize themselves around common need and to work together towards common ends. It is addressed to policy makers, program implementers and program beneficiaries.
  • THE PAS FOUR STAGES OF CAPABILITY BUILDING PROCESS
    • Problem identification
    • Objective setting
    • Program planning
    • Structure building
  • FOUR OUTCOMES OF CAPABILITY BUILDING
    • Effective self-sustaining community organizations
    • Installation of community self- management process
    • Partnership/linkage with outside structures
    • Community problems-solving capability