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Paradigms or Models of
Public Administration
The word Administration has been derived from the
Latin words ‘ad’ and ‘ministiare’ which means to
serve. In simple language it means the
‘management of affairs’ or ‘looking after the
people’. In general sense, administration can be
defined as the activities of groups co-operating to
accomplish common goals. It is a process of
management which is practiced by all kinds of
organizations from the household to the most
complex system of the government.
According to L. D. White, Administration was a
‘process common to all group effort, public or
private, civil or military, large scale or small scale’.
The growth of public administration has
many facets. As a discipline, the term Public
Administration has emerged in the late
19th century and beginning of 20th century.
American President Woodrow Wilson also
known as the father of Public Administration
(PA) contributed very much to the subject of
PA. As a discipline, PA has passed through
several phases of development.
Paradigm 1:
Politics/Administration
Dichotomy, 1900-1926
Paradigm 2: The Principles of
Administration, 1926-1937
Paradigm 3: Public
Administration as a Political
Science, 1950-1970
Paradigm 4: Public
Administration as
Management, 1956 -1970
Paradigm 5: Public
Administration as Public
Administration, 1970
Paradigm 6: From Government
to Governance, 1990
Period of Orthodoxy
Scientific management
Bureaucracy
POSDECORB
The Most Serious Challenge
Administrative Behavior
Public Management
New Public Administration
Reinventing Government
New Public Management
New Public Service
Post Modernism
The Future Digital (e)
Governance
Evolution of Paradigm
Source www.ginandjar.com
PA as a
Developing
Discipline
Politics/Administration Dichotomy
1900-1926
Paradigm 1: Politics/Administration Dichotomy,
1900-1926
• (Traditional/Classical) tradition (Woodrow Wilson,
Frank Goodnow), provided the rationale for PA to
be an academic discipline and professional
specialty
• Wilson was credited for positing the existence of
major distinction between Politics/Administration
or what became known as P/A dichotomy
• The role of politics has something to do with
policies or the expressions of the will of state
while administration, with execution
Paradigm 1: Politics/Administration Dichotomy,
1900-1926
• The Locus of PA should be the center of
government’s bureaucracy.
• Wilson, in his pioneering book in 1926,
“Introduction to PA” made critical assumptions
that formed the basis on the study of PA:
a. Administration is unitary process that can
be studied uniformly, at the federal, state
and local levels;
b. The basis for study is management, not law;
c. Administration is still an art but the ideal of
transformance to a science is both feasible and
worthwhile;
d. Administration has become the heart of the
problem of modern government.
Paradigm 1: Politics/Administration Dichotomy,
1900-1926
: The Principles of Administration
1926-1937
Paradigm 2: The Principles of Administration, 1926-1937
• PA as an activity booming in 1920
• A high demand for public administrationists
for their managerial knowledge courted by
industry and government alike.
• Focus of PA was on managerial expertise in
the appearance of administrative reforms
• Principles was important to Gulick and
Urwick but these principles were not
applied, focus were favored over locus.
Paradigm 2: The Principles of Administration, 1926-1937
• The development of PA between world wars
was the period of high noon of orthodoxy.
• The tenets of orthodoxy held that:
a. True democracy and true efficiency are
synonymous or at least reconcilable;
b. The work of government could be neatly
divided into decision making and
execution; and
c. PA is a science with discoverable
principles
Paradigm 2: The Principles of Administration, 1926-1937
• Taylor considered the father of scientific
management and pioneered the time and
motion studies. He wrote in 1911 the
principles of scientific management.
• Classical organization theory evolved from
this notion.
• Bureaucracy, literary means rule by
officials, the administrative machinery of
the state, more broadly, a rationale and
rule governed mode of organization
Paradigms or Models of Public Administration
Office of the Secretary
Directorate/Bureau
Division
Section
www.ginandrjar.com
• Characteristics of bureaucracy: impersonal;
formalistics, rule bound, highly disciplined
Paradigm 2: The Principles of Administration, 1926-1937
Manager
Supervisor
A
Supervisor
B
Worker Worker Worker Worker Worker Worker Worker Worker
www.ginandrjar.com
Paradigm 2: The Principles of Administration, 1926-1937
• Internal issues: management practices and
problems, organizational behavior, and
structures, budgeting and personnel thru
professionalism, professional standard and
codes, and checks and balance were
necessary because of the increasing
complexities of modern policies (Friedrich,
1901-1984; Finer, 1898-1969) and balances
Paradigm 2: The Principles of Administration, 1926-1937
• External – the issue of ADMINISTRATIVE
RESPONSIBILITY - to be responsive to interest
groups, executive and legal forces and
constituencies
• Administrative responsibility can be
maintained externally by legislative or
popular control and another option was
external checks and balances
Paradigm 2: The Principles of Administration, 1926-1937
• The job of the bureaucrat is to define the public
interest and the role of interest group in public
policy formulation.
• Perhaps the most significant landmark was from
Simon (1940). He urged the use of logical
positivism in dealing with policy making and
decision making is in the true heart of
administration. He introduced the concept of
bounded rationality in decision making and that
people are rationale decision makers within limits
(use of scientific method – the single best choice
that is satisficing).
Paradigm 2: The Principles of Administration, 1926-1937
• For Simon, there are two kind of public
administrationist (1) scholars concerned with
developing pure science of administration based
on grounding social psychology and (2) a larger
group concerned with prescribing public policy.
• Robert A. Dahl analyzed the art of discipline of PA
and he noted that (1) recognized the complexities
of human behavior; (2) deals with the problems
and normative values in administrative situations;
and (3) takes into account the relationship
between PA and its social setting
• Dahl also sought to define PA in terms of CULTURE
giving strong impetus to comparative administration
• Culturalism and internalization
Paradigm 2: The Principles of Administration, 1926-1937
Public Administration as a Political
Science, 1950-1970
• In 1947, Simon demonstrated that for every principle
advocated in literature, there was a counter-
principles, thus rendering the very idea of principles
moot.
• Another important school of thought which studies
the role and problems of administration in
developing countries calls its field 'comparative
public administration’. The battle over meanings and
labels is symptomatic of substantive differences in
approach and outlook.
Paradigm 3: Public Administration as a Political Science,
1950-1970
• To some degree, all of the different
approaches share a comparative point of view.
Almost every writer who discusses a
developing bureaucracy is at least implicitly
holding up against it the Weberian image of
the efficient, rational, functionally specialized,
impersonal, non-political bureaucratic
hierarchy, an image associated chiefly with the
western industrialized nations
Paradigm 3: Public Administration as a Political Science,
1950-1970
• By mid 20th century, the two defining pillars of
PA : politics/administration dichotomy and
principles of administration was toppled and
abandoned by creative intellects in the field.
The abandonment left PA bereft of a distinct
epistemological and intellectual identity.
• The logical conceptual connection between PA
and political science – public policy making
process
Paradigm 3: Public Administration as a Political Science,
1950-1970
Paradigm 3: Public Administration as a Political Science,
1950-1970
• Political scientist have begun to resist the
growing independence of PA rather than
advocating a public service and an executive
preparatory program, the began calling for
“intellectualized understanding” of the executive
branch rather than “knowledgeable action” on
the part of public administrators.
• The political science discipline was in constant
throes of being shaken conceptually by the
behavioral revolution that has occurred in other
social sciences.
• As a result of these concerns, PA remained
a subset of political science departments, a
renewed definition of locus – the
government bureaucracy but also the loss
of focus.
• Organization theory, management science
has scanty support in political science
• PA as an identifiable field of study begun
a long downhill spiral movement.
Paradigm 3: Public Administration as a Political Science,
1950-1970
Public Administration as
Management,
1956 -1970
• Due to the undisguised contempt of political science
department, some public administrationists began searching
for alternatives.
• The management option sometimes called administrative
science or generic management
• A number of developments stemming from business school
fostered the alternative paradigm of administrative science.
• If the school of business administration would absorb the field
of PA or whether profit conscious could adequately appreciate
the vital value of public interest as an administrative was a
question of genuine importance to public administrationists
and the probable answers were less comforting.
Paradigm 4: Public Administration as Management,
1956 -1970
• The dividing line between private and public
administration had been a painful dilemma for a
number of years.
• All have conspired to make PA an elusive entity
in terms of determining its proper paradigm.
• The principal dilemma in defining the public in
public administration appears to have been one
in dimension, hence, we are witnessing the rise
of public interest and public affairs
Paradigm 4: Public Administration as Management,
1956 -1970
• As a paradigm, administrative science can not
comprehend the supra value of public interest. Without
a sense of public interest, administrative science can be
used for any purpose no matter how antithetical to
democratic values that purpose maybe.
• The concept of determining and implementing the public
interest constitutes a defining pillar of PA and a locus of
the field.
• With little attention from the context of administrative
science, it would seem, therefore, that PA should and
must find a new paradigm that encourages both focus
and locus in the field.
Paradigm 4: Public Administration as Management,
1956 -1970
• Scientific management and principles gave way to
administrative management science
• Foremost among these voices was that of Hudson
(1955) and gave weight to the problems of public
management of utilizing human resources and
materials for goal attainment.
• Other works gave solid theoretical reasons for
choosing management with emphasis on
organizational theory as the paradigm of PA
• In the early 1960s, ORGANIZATIONAL DEVELOPMENT
began its rapid rise as the focus and specialty of
management
Paradigm 4: Public Administration as Management,
1956 -1970
• In 1967, Golembiewski suggested decision making
and problem solving responsibilities be located as
close as possible to information sources and to
make competition contributes to meeting work
goals as opposed to win-lose competition.
• Managers would work in increasing self control and
self direction for people within organization and to
create a condition for which conflict is surfaced and
managed appropriately and positively and to
increase awareness of group process and its
consequences for performance
Paradigm 4: Public Administration as Management,
1956 -1970
• Golembiewski urged and open problem solving
climate so that members can confront
problems rather than fight or flee from them,
encourage trust among individuals and groups
and supplement or replace authority or role or
status with authority of knowledge and
competence.
• Democratic values could be considered,
normative concerns could be broached,
intellectual rigors and scientific methodologies
could be employed.
Paradigm 4: Public Administration as Management,
1956 -1970
Public Administration as Public
Administration, 1970
• PA scholars reconsidered their linkages with
political science.
• The emergence of TECHNOBUREUACRATIC
dimensions (science, technology and public policy,
relationship between knowledge and power,
bureaucracy and democracy, technology and
management).
• The return of PA as an independent field of study
has been strengthened by the development of new
thinking in the field, giving new meaning, direction
and purpose of PA application
Paradigm 5: Public Administration as Public
Administration, 1970
• PA application, such as: New Public
Administration (NPA ), reinventing
government, New Public Management (NPM)
and New Public Service (NPS)
Paradigm 5: Public Administration as
Public Administration, 1970
 Nicholas Henry (1995) uses the notion of locus
and focus in reviewing the intellectual
development of public administration
 He observed that PA has developed as an
academic field through a succession of five
overlapping paradigms
Henry’s Evolution of Paradigms
From Government to
Governance, 1990
• Etymologically, can be traced back to the
Greek verb “kubernan” (to pilot or steer) and
was used by Plato to design a system or rule.
• World bank (2000) defines Governance is the
institutional capacity of public organizations to
provide the public and other goods demanded
by a country’s citizens or their representatives
in an effective, impartial, and accountable
manner subject to resource constraints
Paradigm 6: From Government to Governance, 1990
• Why GOVERNANCE and not merely
GOVERNMENT? GOVERNANCE is broader and
more fundamental concept than that of
government alone
• The problem of modern governance is not
much on the insufficiency of instruments
relative to the changing objectives but rather
the degree of incompatibility between
objectives
Paradigm 6: From Government to Governance, 1990
The Future Digital (e) Governance
• The future is digital: walking the walk on
digital government.
• A vibrant government digital service.
• Government discussing their perspectives on
the path ahead.
• Digital government, building a 21st century
Platform to better the people serve.
The Future Digital (e) Governance
Philippine Digital Strategy 2011-2016
The Future Digital (e) Governance
• A significant activity this June is the launch of the
Philippine Digital Strategy on the theme
“Transformation 2.0: A Digitally Empowered Nation.”
• The Philippine Digital Strategy 2011-2016 aims to
contribute to the Aquino administration’s “Social
Contract with the Filipino People”, mainly by
leveraging the use of ICT for national development.
• The PDS identifies four strategic thrusts, namely:
1) transparent government and efficient services
delivery, 2) Internet opportunities for all, 3) investing
in people: digital literacy for all, and 4) ICT industry
and business innovation for national development.
The Future Digital (e) Governance
• The strategy presents a renewed vision for ICT
and its importance in transforming Philippine
society into a competitive force in the global
digital economy by the year 2016.
• The PDS is also aligned with the principles and
thrusts of the ASEAN Information and
Communications Technology Master plan
(AIM) 2015, which was adopted in January
2011. AIM 2015 was developed to serve as a
guiding document to advance ASEAN regional
ICT cooperation.
The Future Digital (e) Governance
Nicolas Henry. Paradigms of Public
Administration. University of Georgia (1975)
Prof Dr. lr. Ginandjar Kartasasmita. Public
Administration as a Developing Discipline.
Graduate School of Asia and Pacific Studies,
University of Waseda, Tokyo, Japan, 2008
Philippine Digital Strategy 2011-2016
Reference

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Paradigms or Models of Public Administration

  • 1. Paradigms or Models of Public Administration
  • 2. The word Administration has been derived from the Latin words ‘ad’ and ‘ministiare’ which means to serve. In simple language it means the ‘management of affairs’ or ‘looking after the people’. In general sense, administration can be defined as the activities of groups co-operating to accomplish common goals. It is a process of management which is practiced by all kinds of organizations from the household to the most complex system of the government. According to L. D. White, Administration was a ‘process common to all group effort, public or private, civil or military, large scale or small scale’.
  • 3. The growth of public administration has many facets. As a discipline, the term Public Administration has emerged in the late 19th century and beginning of 20th century. American President Woodrow Wilson also known as the father of Public Administration (PA) contributed very much to the subject of PA. As a discipline, PA has passed through several phases of development.
  • 4. Paradigm 1: Politics/Administration Dichotomy, 1900-1926 Paradigm 2: The Principles of Administration, 1926-1937 Paradigm 3: Public Administration as a Political Science, 1950-1970 Paradigm 4: Public Administration as Management, 1956 -1970 Paradigm 5: Public Administration as Public Administration, 1970 Paradigm 6: From Government to Governance, 1990 Period of Orthodoxy Scientific management Bureaucracy POSDECORB The Most Serious Challenge Administrative Behavior Public Management New Public Administration Reinventing Government New Public Management New Public Service Post Modernism The Future Digital (e) Governance Evolution of Paradigm Source www.ginandjar.com PA as a Developing Discipline
  • 6. Paradigm 1: Politics/Administration Dichotomy, 1900-1926 • (Traditional/Classical) tradition (Woodrow Wilson, Frank Goodnow), provided the rationale for PA to be an academic discipline and professional specialty • Wilson was credited for positing the existence of major distinction between Politics/Administration or what became known as P/A dichotomy • The role of politics has something to do with policies or the expressions of the will of state while administration, with execution
  • 7. Paradigm 1: Politics/Administration Dichotomy, 1900-1926 • The Locus of PA should be the center of government’s bureaucracy. • Wilson, in his pioneering book in 1926, “Introduction to PA” made critical assumptions that formed the basis on the study of PA: a. Administration is unitary process that can be studied uniformly, at the federal, state and local levels; b. The basis for study is management, not law;
  • 8. c. Administration is still an art but the ideal of transformance to a science is both feasible and worthwhile; d. Administration has become the heart of the problem of modern government. Paradigm 1: Politics/Administration Dichotomy, 1900-1926
  • 9. : The Principles of Administration 1926-1937
  • 10. Paradigm 2: The Principles of Administration, 1926-1937 • PA as an activity booming in 1920 • A high demand for public administrationists for their managerial knowledge courted by industry and government alike. • Focus of PA was on managerial expertise in the appearance of administrative reforms • Principles was important to Gulick and Urwick but these principles were not applied, focus were favored over locus.
  • 11. Paradigm 2: The Principles of Administration, 1926-1937 • The development of PA between world wars was the period of high noon of orthodoxy. • The tenets of orthodoxy held that: a. True democracy and true efficiency are synonymous or at least reconcilable; b. The work of government could be neatly divided into decision making and execution; and c. PA is a science with discoverable principles
  • 12. Paradigm 2: The Principles of Administration, 1926-1937 • Taylor considered the father of scientific management and pioneered the time and motion studies. He wrote in 1911 the principles of scientific management. • Classical organization theory evolved from this notion. • Bureaucracy, literary means rule by officials, the administrative machinery of the state, more broadly, a rationale and rule governed mode of organization
  • 14. Office of the Secretary Directorate/Bureau Division Section www.ginandrjar.com
  • 15. • Characteristics of bureaucracy: impersonal; formalistics, rule bound, highly disciplined Paradigm 2: The Principles of Administration, 1926-1937 Manager Supervisor A Supervisor B Worker Worker Worker Worker Worker Worker Worker Worker www.ginandrjar.com
  • 16. Paradigm 2: The Principles of Administration, 1926-1937 • Internal issues: management practices and problems, organizational behavior, and structures, budgeting and personnel thru professionalism, professional standard and codes, and checks and balance were necessary because of the increasing complexities of modern policies (Friedrich, 1901-1984; Finer, 1898-1969) and balances
  • 17. Paradigm 2: The Principles of Administration, 1926-1937 • External – the issue of ADMINISTRATIVE RESPONSIBILITY - to be responsive to interest groups, executive and legal forces and constituencies • Administrative responsibility can be maintained externally by legislative or popular control and another option was external checks and balances
  • 18. Paradigm 2: The Principles of Administration, 1926-1937 • The job of the bureaucrat is to define the public interest and the role of interest group in public policy formulation. • Perhaps the most significant landmark was from Simon (1940). He urged the use of logical positivism in dealing with policy making and decision making is in the true heart of administration. He introduced the concept of bounded rationality in decision making and that people are rationale decision makers within limits (use of scientific method – the single best choice that is satisficing).
  • 19. Paradigm 2: The Principles of Administration, 1926-1937 • For Simon, there are two kind of public administrationist (1) scholars concerned with developing pure science of administration based on grounding social psychology and (2) a larger group concerned with prescribing public policy. • Robert A. Dahl analyzed the art of discipline of PA and he noted that (1) recognized the complexities of human behavior; (2) deals with the problems and normative values in administrative situations; and (3) takes into account the relationship between PA and its social setting
  • 20. • Dahl also sought to define PA in terms of CULTURE giving strong impetus to comparative administration • Culturalism and internalization Paradigm 2: The Principles of Administration, 1926-1937
  • 21. Public Administration as a Political Science, 1950-1970
  • 22. • In 1947, Simon demonstrated that for every principle advocated in literature, there was a counter- principles, thus rendering the very idea of principles moot. • Another important school of thought which studies the role and problems of administration in developing countries calls its field 'comparative public administration’. The battle over meanings and labels is symptomatic of substantive differences in approach and outlook. Paradigm 3: Public Administration as a Political Science, 1950-1970
  • 23. • To some degree, all of the different approaches share a comparative point of view. Almost every writer who discusses a developing bureaucracy is at least implicitly holding up against it the Weberian image of the efficient, rational, functionally specialized, impersonal, non-political bureaucratic hierarchy, an image associated chiefly with the western industrialized nations Paradigm 3: Public Administration as a Political Science, 1950-1970
  • 24. • By mid 20th century, the two defining pillars of PA : politics/administration dichotomy and principles of administration was toppled and abandoned by creative intellects in the field. The abandonment left PA bereft of a distinct epistemological and intellectual identity. • The logical conceptual connection between PA and political science – public policy making process Paradigm 3: Public Administration as a Political Science, 1950-1970
  • 25. Paradigm 3: Public Administration as a Political Science, 1950-1970 • Political scientist have begun to resist the growing independence of PA rather than advocating a public service and an executive preparatory program, the began calling for “intellectualized understanding” of the executive branch rather than “knowledgeable action” on the part of public administrators. • The political science discipline was in constant throes of being shaken conceptually by the behavioral revolution that has occurred in other social sciences.
  • 26. • As a result of these concerns, PA remained a subset of political science departments, a renewed definition of locus – the government bureaucracy but also the loss of focus. • Organization theory, management science has scanty support in political science • PA as an identifiable field of study begun a long downhill spiral movement. Paradigm 3: Public Administration as a Political Science, 1950-1970
  • 28. • Due to the undisguised contempt of political science department, some public administrationists began searching for alternatives. • The management option sometimes called administrative science or generic management • A number of developments stemming from business school fostered the alternative paradigm of administrative science. • If the school of business administration would absorb the field of PA or whether profit conscious could adequately appreciate the vital value of public interest as an administrative was a question of genuine importance to public administrationists and the probable answers were less comforting. Paradigm 4: Public Administration as Management, 1956 -1970
  • 29. • The dividing line between private and public administration had been a painful dilemma for a number of years. • All have conspired to make PA an elusive entity in terms of determining its proper paradigm. • The principal dilemma in defining the public in public administration appears to have been one in dimension, hence, we are witnessing the rise of public interest and public affairs Paradigm 4: Public Administration as Management, 1956 -1970
  • 30. • As a paradigm, administrative science can not comprehend the supra value of public interest. Without a sense of public interest, administrative science can be used for any purpose no matter how antithetical to democratic values that purpose maybe. • The concept of determining and implementing the public interest constitutes a defining pillar of PA and a locus of the field. • With little attention from the context of administrative science, it would seem, therefore, that PA should and must find a new paradigm that encourages both focus and locus in the field. Paradigm 4: Public Administration as Management, 1956 -1970
  • 31. • Scientific management and principles gave way to administrative management science • Foremost among these voices was that of Hudson (1955) and gave weight to the problems of public management of utilizing human resources and materials for goal attainment. • Other works gave solid theoretical reasons for choosing management with emphasis on organizational theory as the paradigm of PA • In the early 1960s, ORGANIZATIONAL DEVELOPMENT began its rapid rise as the focus and specialty of management Paradigm 4: Public Administration as Management, 1956 -1970
  • 32. • In 1967, Golembiewski suggested decision making and problem solving responsibilities be located as close as possible to information sources and to make competition contributes to meeting work goals as opposed to win-lose competition. • Managers would work in increasing self control and self direction for people within organization and to create a condition for which conflict is surfaced and managed appropriately and positively and to increase awareness of group process and its consequences for performance Paradigm 4: Public Administration as Management, 1956 -1970
  • 33. • Golembiewski urged and open problem solving climate so that members can confront problems rather than fight or flee from them, encourage trust among individuals and groups and supplement or replace authority or role or status with authority of knowledge and competence. • Democratic values could be considered, normative concerns could be broached, intellectual rigors and scientific methodologies could be employed. Paradigm 4: Public Administration as Management, 1956 -1970
  • 34. Public Administration as Public Administration, 1970
  • 35. • PA scholars reconsidered their linkages with political science. • The emergence of TECHNOBUREUACRATIC dimensions (science, technology and public policy, relationship between knowledge and power, bureaucracy and democracy, technology and management). • The return of PA as an independent field of study has been strengthened by the development of new thinking in the field, giving new meaning, direction and purpose of PA application Paradigm 5: Public Administration as Public Administration, 1970
  • 36. • PA application, such as: New Public Administration (NPA ), reinventing government, New Public Management (NPM) and New Public Service (NPS) Paradigm 5: Public Administration as Public Administration, 1970
  • 37.  Nicholas Henry (1995) uses the notion of locus and focus in reviewing the intellectual development of public administration  He observed that PA has developed as an academic field through a succession of five overlapping paradigms Henry’s Evolution of Paradigms
  • 39. • Etymologically, can be traced back to the Greek verb “kubernan” (to pilot or steer) and was used by Plato to design a system or rule. • World bank (2000) defines Governance is the institutional capacity of public organizations to provide the public and other goods demanded by a country’s citizens or their representatives in an effective, impartial, and accountable manner subject to resource constraints Paradigm 6: From Government to Governance, 1990
  • 40. • Why GOVERNANCE and not merely GOVERNMENT? GOVERNANCE is broader and more fundamental concept than that of government alone • The problem of modern governance is not much on the insufficiency of instruments relative to the changing objectives but rather the degree of incompatibility between objectives Paradigm 6: From Government to Governance, 1990
  • 41. The Future Digital (e) Governance
  • 42. • The future is digital: walking the walk on digital government. • A vibrant government digital service. • Government discussing their perspectives on the path ahead. • Digital government, building a 21st century Platform to better the people serve. The Future Digital (e) Governance
  • 43. Philippine Digital Strategy 2011-2016 The Future Digital (e) Governance
  • 44. • A significant activity this June is the launch of the Philippine Digital Strategy on the theme “Transformation 2.0: A Digitally Empowered Nation.” • The Philippine Digital Strategy 2011-2016 aims to contribute to the Aquino administration’s “Social Contract with the Filipino People”, mainly by leveraging the use of ICT for national development. • The PDS identifies four strategic thrusts, namely: 1) transparent government and efficient services delivery, 2) Internet opportunities for all, 3) investing in people: digital literacy for all, and 4) ICT industry and business innovation for national development. The Future Digital (e) Governance
  • 45. • The strategy presents a renewed vision for ICT and its importance in transforming Philippine society into a competitive force in the global digital economy by the year 2016. • The PDS is also aligned with the principles and thrusts of the ASEAN Information and Communications Technology Master plan (AIM) 2015, which was adopted in January 2011. AIM 2015 was developed to serve as a guiding document to advance ASEAN regional ICT cooperation. The Future Digital (e) Governance
  • 46. Nicolas Henry. Paradigms of Public Administration. University of Georgia (1975) Prof Dr. lr. Ginandjar Kartasasmita. Public Administration as a Developing Discipline. Graduate School of Asia and Pacific Studies, University of Waseda, Tokyo, Japan, 2008 Philippine Digital Strategy 2011-2016 Reference