South Africa: Existing Model of Public Management

South Africa: Existing Model of Public Management
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South Africa: Existing Model of Public Management
Introduction
The traditional or classical model of public administration and management takes the form of Weber, Taylor, and Wilson’s notions. However, while Weber maintained that a rational leader must rule by-laws and administrated through rules, Wilson’s dualism concept recognizes the separation of politics and administrators who serve as implementors. Taylor later introduced the scientific management model that feeds into one of the modest approaches to administration. The traditional model, which is hierarchical, ensures that every member of the administration understands their roles and the limits of authority thus enhancing a certain degree of accountability. The classical public administration model also provides for a steady and stable means of career progression as job security encourages individuals to remain committed to the office. This model is arguably efficient with rules protecting liberty and addressing corruption cases witnessed in the past. Between the 1920s and 1970s, the traditional public administration enjoyed the “Golden Age” with major achievements including the New Deal, the development of the welfare state, and the managing war economy. Many countries, including developed and developing countries, adopted this model during the period. While Hughes (p.226) argues that the model failed to serve developing countries, Evans and Rauch (1999) argue that the system allowed for meritocratic recruitment, rewarding and predictable career ladders are characterized by higher economic growth. Nevertheless, critics of this classical model have pointed out critical challenges to this approach to enhance the economy, effectiveness, and efficiency (3Es) (Greener, 2012). This report examines the new public management (NPM) model of administration in South Africa, an improvement of the traditional model of administration, and offers a critical reflection of the approaches used in the country. In particular, the report assesses the existing systems of public management in terms of theories and practical aspects based on published literature. Proposal for the use of other models, theories, and tools is presented as recommendations to ensure effective public administration and management in South Africa.
Analysis of existing systems in South Africa
The South African NPM model was adopted in post-1994 era as part of global reform initiatives aimed at emphasizing on accountability, effectiveness, and transparency in public administration. Tshandu and Kariuki (2010) have analyzed the public management strategies in the country since 194 by describing the historical factors underpinning the service delivery initiative in the pre-1994 period. Findings show that the country witnessed a public administration that was muddled with racial discrimination and politicization rather than being service delivery oriented and people-centered. However, after the country became a democracy in 1994, there was a need to revise the public administrative system to meet the needs for effective service delivery. However, Tshandu and Kariuku (2010) observe that while the PM paradigm can potentially address these needs, the state bureaucracy and capacity limitations in South Africa encumbers the needed reforms. In justifying the failure of NPM with the existing model during the post-1994 period, the authors have employed an example of a failed government project dubbed, the Community Development Worker (CDW) in Western and Eastern Provinces in South Africa. Comparatively, a similar system of NPM in India is used to show the importance of responsiveness and accessibility to government administration services as a key ingredient in the NPM model. In both countries, the aim of the CDWs was to ensure that the public service administration works with the municipal in bridging the gap between service provision and access by local communities. In this regard, by implementing the CDWs, the South African government aimed at tasking community resource persons to collaborate with other activists in supporting local communities to get access to resources and information from service providers and ensure that the need, goals, aspirations, and wellbeing of local citizens are addressed (Tshandu & Kariuki, 2010). Nevertheless, bureaucracy or red tapes, lack of responsiveness, and limited capacity have largely impacted the NPM from serving the needs of the people of South Africa.
Critical reflection of approaches used in the country
Several theories have been presented that account for the failures of the CDW programs in South Africa as part of the NPM model of government public administration. For instance, a study in the country has described the relationship between community healthcare workers (CHWs) as that of a career threat to the other. According to Prasad (2007), there are only a few studies that have shown the importance of such a collaboration in an unhealthy competitive environment. Nevertheless, examining the role of bure...