I. What is Public Administration and its perspectives?

Given that there have been several immerging meanings defining what
Public Administration is, these would simply mean that the concept of this
field has a wide account of discussions. However, I would like to simply
define this field as the democratic way of implementing policies,
services, and procedures made solely for the interest of the people
and for the establishment of programs and projects which lead to
the development of the countrys economic status and its physical
structure. With this, it expresses that Public Administration attends to the
demands of services of the states people and their rights to achieve a
growing economic status and a peaceful and convenient place to live in.
On the other hand, to further explain and support my claim of what
Public Administration is, Dwight Waldo, an American political scientist,
claimed that Public Administration has dual usages. According to him, Public
Administration is perceived to be as a field of practice and a field of study.
Waldo keenly invoked that PA is an activity or process of administering public
affairs and carrying out governmental functions. He supported this by citing
some of PAs practices like enacting laws, making decision on the best policy
concerning an issue, formulating the Medium Term Philippine Development
Plan (MTPDP), maintaining peace and order, processing of claims, building
roads and bridges, issuance of license, and setting standard processes.
Meanwhile, PA as a field of study or discipline is concerned with discovering
and advancing theoretical and practical knowledge in the field using
scientific methods and other social sciences use (Waldo, 1955). Examples of
which are how a policy is made and implemented, the interrelationship
between government institutions, human resource development, impact of
environmental regulation on communities and economic activities, the
behavior and attitude of public officials as the perform their official duties,
leadership styles of public managers, mechanisms adopted by povertyfocused programs, and the relations of government and the citizens.
Perspectives of Public Administration
1. Public Administration as Management
Public Administration as management tells that PA is geared
toward the maximization of effectiveness, efficiency, and economy.
2. Administration as Organization
3. Public Administration as Politics

II. Classical Theories in Public Administration

1. Scientific Management Theory
Frederick Winslow Taylor, an American Mechanical Engineer and
regarded as the father of scientific management, is the prime advocate
of the Scientific Management Theory. His idea of the said theory
originated from his desire to improve and develop efficiency of working
towards a greater productivity and outputs. Along with this, he had
initiated several workplace experiments to determine different best
performance levels. He started his experiments with his concept of
shovel design (i.e. time studies) where it allows workers to render
overtime just to increase their produce. Also, Taylor had concepts
about bricklayers (i.e. motion studies) wherein he customized various
motions required and developed an efficient way to lay bricks. These
"time and motion" studies had led Taylor to conclude that workers work
more efficiently than others if they are motivated to be paid more
when they could have as many productions. From these workplace
experiments, Taylor then developed the four principles of scientific
management. These principles are also known simply as "Taylorism".
Thus, according to Taylor, in order for the organization to become
successful in terms of its productivity, he recommended that the
management should establish specific work targets, compensate
workers for the tasks and goals met, and provide regular feedback.
Though the theory has left helpful guides on how to run an
organization, the problems along with Taylorism concepts should not
be neglected. Among the weaknesses in the said theory are:
1. Exploitation of Workers
Taylor's Scientific Management put unnecessary pressures
on the employees to perform the work faster. Importance was
given to productivity and profitability. This resulted in
exploitation of the employees. Therefore, many employees joined
trade unions. This also resulted in mistrust between
management and employees.
2. Problem of Unity of Command

Taylor used functional foremanship. So, the workers have

to report to eight bosses. This breaks the principle of unity of
command, where the workers have to report to only one boss.
Lack of unity of command can create confusion and chaos in the
organization.
3. Mechanical Approach
Taylor's approach was a mechanical approach. He gave too
much importance to efficiency. He did not consider the human
element. Taylor considered workers as robots, which could speed
up the work at any cost.
4. Problem of Separation of Planning from Doing
Taylor said to separate planning from doing. In reality, we
cannot separate planning from doing. The planners should also
be engaged in doing, and then only they will be able to make
realistic plans for the organization.
5. Individualistic Approach
Taylor's scientific management gives too much importance
to individual performance and not to group performance.
However, the success of an organization depends not only on
individual performance of workers, but also on group
performance of workers.
6. Wrong Assumptions
Taylor assumed that workers are motivated only by
financial gains. However, in reality, workers are motivated not
financial incentives but also by social needs and personal egos.
7. Narrow Application
Taylor's scientific management has narrow application. It
can be applied only when the performance of the workers can be
measured quantitatively. It can be applied only for factories
where the performance can be measured quantitatively. It cannot
be used in the service sector because in this sector the
performance of a person cannot be measured quantitatively.

2. Administrative Theory of Management

Henri Fayol is a French mining engineer and a management
theorist. He is the first management thinker who provided the
conceptual framework of the functions of management in his book
Administration Industrielle et general. Due to his contribution to
management theory and principles, he is regarded as the Father of
Modern Management Thought. According to Fayol management, is
simply the art of planning, organizing, staffing, commanding,
coordinating and controlling.
Fayols Administrative Theory of Management has contributions
in various aspects of management like the Principles of Management.
These 14 principles of Fayol have guided Public Administrators on how
to run an organization. By which according to him, management should
be viewed as a profession that can be trained and developed and he
even emphasized that there is broadness of the making of policies of
top level managers ( top down approach). Lastly, this theory Offers a
universal managerial prescriptions.
Nonetheless, this theory is as not perfect as what anyone else
thinks, it also has several limitations wherein sometimes affecting the
performance of the organization if not controlled. Some of its weak
points in are:
1. Management
Oriented
Theory:
The
administrative
management theory is management oriented. It does not give
much attention to the problems of the workers.
2. Lack of Importance to Informal Organization: The
administrative management theory does not give any importance
to informal organization or groups. It gives importance only to the
formal organization structure.
3. Concepts Borrowed From Military Science: Some of the
concepts of administrative management theory were borrowed
from military science. They tried to apply these concepts to the
social and business organizations. For e.g. Henri Fayol gave
importance to "commanding" and not "directing" the workers.
4. Mechanical Approach: The administrative management theory
has a mechanical approach. It does not deal with some of the
important aspects of management such as motivation,
communication and leading.

3. Bureaucratic Theory
Max Weber is a German political economist and sociologist
who had proposed a different Principles and Elements of
Management than those proposed by Taylor and Fayol. These
principles and elements of management describe an ideal or pure
form of organizational structure. According to him, through
Bureaucracy, organizations will be guided with optimal form of
authority - rational authority which comes in three forms. These
are: 1) Traditional Authority - past customs; personal loyalty; 2)
Charismatic Authority - personal trust in character and skills; 3)
Rational Authority - rational application of rules or laws.
Aside from the said principles and elements projected by Weber, he also
has categorized Bureaucracy into four principles which are:
Principle 1:

In a bureaucracy, a managers formal authority derives from

the position he or she holds in the organization.

Authority - the power to hold people accountable for their

actions and to make decisions in reference to the use of
organizational
resources.
(Textbook
/
Contemporary
Management - 6th Edition)
In todays business models, this type of theory is not
very common. Nowadays, we see more of an informal
authority approach in which there is personal expertise,
technical knowledge, moral worth, and the ability to lead and
to generate commitment from subordinates, without the use
of this absolute power from one individual.

Principle 2:

In a bureaucracy, people should occupy positions because of

their performance, not because of their social standing.

Some organizations and industries are still affected by social

networks in which personal contacts and relations, not job-

related skills, influence hiring and promotional decisions.

(Textbook / Contemporary Management - 6th Edition)
The old ways, of not what you know, but who you
know, are still around in todays society, but it can only get
you so far. In todays business world, what you know and
educational knowledge, play a very important part in moving
up the corporate latter and being able to maintain a
managerial position requires the utilization of staying current
on up to date techniques and information.
Principle 3:

The extent of each positions formal authority and task

responsibilities, and its relationship to other positions in the
organization should be clearly specified.

When the task and authority associated with various

positions in the organization are clearly specified, managers
and workers know what is expected of them and what to
expect from each other. (Textbook / Contemporary
Management - 6th Edition)
Most organizations should and are clearly defining task
and position responsibilities. Job descriptions should include
all facets of an employee held position. Clarification of ones
job expectations is essential for all five business functions in
order to manage and maintain a high level, and measurable
level of success for all organizations.

Principle 4:

Authority can be exercised effectively in an organization

when positions are arranged hierarchically, so employees
know whom to report to and who reports to them.

Managers must create an organizational hierarchy of

authority that makes it clear who reports to whom and to
whom managers and workers should go if conflicts or
problems arise. (Textbook / Contemporary Management - 6th
Edition)

Todays business models utilize the initiative factor in

which employees are given the ability to act on their own,
without direction from a superior. This empowerment of
employees relieves the stress of constant supervision and
allows supervisors and managers to concentrate more on
other administrative duties. The balance between a vertical
and horizontal organizational structure is more widely used in
todays business models.
The application of this theory in modern workplace include: 1) large
organizations guided by countless rules are bureaucracies; 2) linked with
inefficient, slow-moving organizations; and 3) organizations have several
characteristics of bureaucracies.
Nevertheless though advantages and benefits from adopting this
theory are specifically determined like offering particular Rules and
Procedures, Duties and Responsibilities, Selection process and promotion
procedures, and Division of labor, it has still downsides by which it lead to
inefficiency when implemented. These are: 1) the system suffers from too
much of red tape and paper work; 2) employees do not develop
belongingness to the organization; 3) some strict rules and regulations which
treated the employees like machines and not like individuals are
implemented; and 4) employees become so used to the system hence they
resist to any change and introduction of new techniques of operations.

III. Governance and its Attributes

Governance has been widely used in different field of studies by which
it gains a lot of perceptions, meaning, and concepts. To understand well the
underlying meanings of governance it is just right to look at the meanings
named from several organizations and experts.
First according to World Bank (1992) governance is a method through
which power is exercised in the management of a countrys political,
economic, and social resources for development.
The World Bank's focus on governance reflects the worldwide thrust
toward political and economic liberalization. Such a governance approach
highlights issues of greater state responsiveness and accountability, and the
impact of these factors on political stability and economic development.

The working definition used by the British Council, however,

emphasizes that "governance" is a broader notion than government (and for
that matter also related concepts like the state, good government and
regime), and goes on to state: "Governance involves interaction between the
formal institutions and those in civil society. Governance refers to a process
whereby elements in society wield power, authority and influence and enact
policies and decisions concerning public life and social upliftment."
"Governance", therefore, not only encompasses but transcends the
collective meaning of related concepts like the state, government, regime
and good government. Many of the elements and principles underlying "good
government" have become an integral part of the meaning of "governance".
The contribution of Goran Hyden Governance is a conceptual approach
where he defined governance as : 1) concerning "big" questions of a
"constitutional" nature that establish the rules of political conduct; 2)
involving creative intervention by political actors to change structures that
inhibit the expression of human potential; 3) a rational concept, emphasizing
the nature of interactions between state and social actors, and among social
actors themselves; and 4) refers to particular types of relationships among
political actors: that is, those which are socially sanctioned rather than
arbitrary.
To conclude, it is clear that the concept of governance has over the
years gained momentum and a wider meaning. Apart from being an
instrument of public affairs management, or a gauge of political
development, governance has become a useful mechanism to enhance the
legitimacy of the public realm. It has also become an analytical framework or
approach to comparative politics.

Eight Attributes of Good Governance

There are eight specified elements of good governance. These are: 1)
rule of law; 2) transparency; 3) responsiveness; 4) consensus oriented; 5)
equity and inclusiveness; 6) effectiveness and efficiency; 7) accountability;
and 8) participation.
To achieve our aspiration to have good governance, first, there should
be a strict compliance with the rule of law. This element pertains to the
observance of fair legal frameworks that are enforced by an impartial
regulatory body (i.e. legislative body) in order to give an optimal protection
of the nation- the people.
Secondly, transparency should also be taken into account because it
has a great influence on the way they judge a certain administration in the
future. Through this means, information should be provided in easily

understandable forms and media and that it should be openly available and
directly accessible to those who will be affected by governance policies and
practices, as well as the outcomes resulting therefrom; and that any
decisions taken and their enforcement are in compliance with established
rules and regulations.
Third attribute is responsiveness. It suggests that consultation to
understand the different interests of stakeholders in order to reach a broad
consensus of what is in the best interest of the entire stakeholder group and
how this can be achieved in a sustainable and prudent manner.
Next is equity and inclusiveness. In here, the organization provides the
opportunity for its stakeholders to maintain, enhance, or generally improve
their well-being provides the most compelling message regarding its reason
for existence and value to society.
Another is effectiveness and efficiency. From this view, good
governance means that the processes implemented by the organization to
produce favorable results meet the needs of its stakeholders or participants,
while making the best use of resources human, technological, financial,
natural and environmental at its disposal.
The last two elements are accountability and participation.
Accountability is a key principle of good governance. It requires that in every
action documented in the policy statement, there should ones who will get
accountable. It simply means that an organization is accountable to those
who will be affected by its decisions or actions as well as the applicable rules
of law.
Meanwhile participation means the active involvement of both men
and women, either directly or through legitimate representatives, is a key
cornerstone of good governance. Participation includes freedom of
expression and assiduous concern for the best interests of the organization
and society in general.

Case Digest
Situation:
Mr. Y, the LCE of LGU X, is disgusted with the result of evaluation of a
commissioned group regarding the quality of services delivered by the

agency. Most of the agencys clients disclosed their dissatisfaction on the

performance of the LGU due to the following problems encountered in the
process of getting the LGU services:
a) There is so much delay in getting the services due to vagueness of
procedures;
b) Absence of flow charts that would guide the clients to get the services
they needed;
c) There is palakasan in the process of getting the services in the
system; and
d) Majority of the frontline service providers do not follow the rules and
policies governing the operation of the public agency.
Concerning the above concerns, Mr. Y met the different Department
Heads and section chiefs to present and discuss the problems. A committee
was formed to study the problems and was given 5 days to design a working
paper to the same group, one recommendation was to hire a Consultant to
help improve the delivery system of the LGU.

Questions:
1. Suppose you were chosen as the Consultant of the LGU, name
and discuss at least two theories that would guide you to
understand and recommend solutions to the problems stated
above.
To effectively resolve the glitches that make the LGU X
unpleasant towards its clients, the chosen Consultant should at least
make an assessment first to determine the underlying reasons which
cause the occurrence of problems as mentioned above.
If I will be the consultant, the theories which I think that
definitely would help me are the Bureaucratic Theory and the Human
Relations and Behavioral Science Theories.

I really perceived that the Bureaucratic approach suggested by

Weber will resolve the issues of vagueness of procedures, the absence
of flow charts that would guide the clients to get the services,
palakasan in the process of getting the services in the system, and
the practice of frontline service providers in not following the rules and
policies governing the operation of the public agency. The principles of
the said theory are helpful in addressing the said problems because its
concepts strictly employ well-defined implementation of rules and
regulations, high degree of division of labor and specialization, and a welldefined hierarchy of authority. Also the principle of rationality, objectively and
consistency will firmly guide the employees in carrying out their functions as
public servants of LGU X. Besides, this approach also provides every
organization a given methods to be followed by the employees in doing their
works.
Meanwhile, just to strengthen the effectiveness of bureaucratic
theory in addressing the issues, it would be better if it shall be married with
the concepts of the Human Relations and Behavioral Science Theories.

So, the application of Human Relations and Behavioral Science

Theories suggest that though the concept of the first theory is quite
stricter in its principles, the impact of making changes in the agencys
culture while resolving the issues will not be hard for the employees to
follow. It is in a sense that these theories still recognize the importance
of individual or group behavior and emphasized human relations.
Based on the Hawthorne experiments, these approaches emphasized
social or human relationships among the operators, researchers and
supervisors (Roethlisberger and Dickson, 1943). It was argued that
these

considerations

were

more

consequential

in

determining

productivity than mere changes in working conditions. Productivity

increases as a result of high morale and the workers willingness to
change their malpractices is influenced by how the managers deal with
them.

Ultimately, it is still would be more effective and efficient if the

principles of the modern theories of management will also be applied
in resolving issues.

2. Identify and explain four specific concepts/principles that

would help you design policies and activities to enhance the
delivery system of the LGU.
Part 1 Basic Management Functions
Management Activities

Satisfy varying entities

Dealing with emergencies

Purchasing

Recruitment
Accounting Management Activities

Training

Planning

Negotiating

Sales

Dealing with regulatory officials Basic Management Actions

Identify what is needed or has to be done

Organize resources

Monitor performance and task completion

Plan ahead for future requirements

Deal with any problems that arise

Functions of Management Actions

Target setting

Problem solving

Leadership

Team building

Dealing with emergencies

Management Functions

Controlling

Directing

Organizing

Planning

Staffing
Management Functions

Controlling
Establishing standards based upon objectives
Measuring and reporting performance
Comparing the two
Taking corrective/preventive action
Directing

Directing
Motivation
Communication
Performance appraisal
Discipline
Conflict resolution

Organizing
Division of labor
Delegation of authority
Departmentalization
Span of control
Coordination

Planning
Vision
Mission
Objectives
Goals

Staffing
Recruiting
Selecting
Hiring
Training
Retraining

Part 2 Characteristics of a Good Manager

Importance of Knowledge of Self

Identity, who are we and what do we aspire to become?

New information, what else do we need to know?

Relationships, who else needs to be here to work with us?

Professional Skills Required of Managers

Intellectual skills

Technical skills

Ethical skills

Interactive skills

Emotional skills

Intellectual skills
Logical thinking
Problem solving
Technical skills
Motor performance at various tasks
Ethical skills
Define right from wrong

Interactive skills
Communicate intelligently and create an atmosphere that

facilitates communication

Emotional skills

Ability to identify and handle ones feelings

Most

Threatening Unresolved Issues

Poor communication
Developing people
Empowerment
Lack of alignment
Entitlement
Balancing work and personal life
Confronting poor performance
Coaching senior management
Cross-functional strife
Fascination with programs
Seeing Decisions Through
Identify objectives
Analyze relevant factors
Consider all alternatives
Select the best option
Implement the decision
Evaluate the results

Management Style and Leadership

Organization

Situation

Personal values

Personality

Chance
Self-Development Methods

Observation

Reflection

Guided readings

Visits / attachments

Seeking feedback
Seeking challenges
Presentations
Chairing meetings
Prepared packages

Part 3 Strategic Planning

Strategic planning must complement strategic thinking and acting.
Strategic Planning SWOT Analysis

Strengths

Weaknesses

Opportunities

Threats
Strategic Planning

Where are we going?

Mission

How do we get there?

Strategy

What is our blueprint for action?

Budgets

How do we know if we are on track?

Control

Mission statement

Mandates statement

S-W-O-T

Strategic issues (goals ideal future)

Strategies

Vision of success

Strategies

Practical alternatives

Dreams, Visions

Barriers

Major proposals

Major activities
Specific steps Strategic Planning

Strategies

Staffing plans

Financial plans

Timelines / responsible persons

Vision of Success

Mission

Basic philosophy and core values

Goals, if established

Basic strategies

Performance criteria


Important decision rules

Ethical standards expected of all employees

Environment

Stability

Complexity

Market diversity

Hostility

Competition
Planning Should Lead to Programming
Real strategists get their hands dirty digging for ideas and real
strategies are built from the occasional nuggets they uncover. Involve
Others Throughout the Organization

The cascade of information should not just flow downward

Important that it not be a top down only process

Involve Others Throughout the Organization

Arm all workers with strategic information allowing to do their job

better

Provide universal ownership for problems and opportunities

Part 4 Project Management Failure of Organizations in Developing
Projects

Lack of focus and attention

Inability to cope with different project characteristics

Feelings of being used/exploited

Lack of project experience

Inability to cope with different project characteristics

New relations with other departments

Tighter time and budget pressure

Use of different methods and tools

Different reporting structure to management

Modern Project Management Process

Develop ideas and proposals for projects

Project approval

Project kick-off and start

Project monitoring, reporting, and management

Project end or termination

Project Management 10 Commandments

Concentrate on interfacing

Organize the project team

Plan strategically and technically

Remember Murphys Law

Identify project stakeholders

Be prepared to manage conflict

Expect the unexpected


Listen to intuition

Apply behavioral skills

Follow up to take corrective action

Developing a Project Management Body of Knowledge
Basic project management functions:

Scope management

Quality management

Time management

Cost management
Integrative project management functions:

Risk management

Human resources management

Contract / procurement management

Communications management
Four Principles of Quality Management

Customer satisfaction

The P-D-C-A cycle

Plan

Do

Check

Act

Management by fact

Respect for people

Project Implementation

Identify project and non-project work

Checklist of issues

Project meetings

Standardize reporting on the project

Part 5 Problem Solving Techniques
Problem Solving

Risk assessment and management

Human resources

Shortages

Equipment failure

Material supply

Wars/riots

Government policy new requirements

Finance -cost of borrowing changes

Client customer relations bankruptcy

Climate weather
Six Step Model for Problem Solving

Define the problem

Identify the criteria

Weight the criteria (vary in importance)


Generate alternatives

Rate each alternative on each criterion

Compute the optimal decision

Decision Steps for Problem Analysis

Classifying the problem

Defining the problem

Specifying the answer to the problem

Deciding what is right rather than what is acceptable

Building into the decision the action to carry it out

Testing the validity and effectiveness of the decision against the

actual course of events
The Creative Cycle

Germination -> creation

Assimilation -> internalization

Completion -> finalization, closureBasic Management Principles

Part 6 Continuous Quality Improvement (CQI)Origins of TQM, CQI

The elements of total quality management or continuous quality

improvement have been attributed to W. Edwards Deming; however,
Deming attributes the concept to Walter Shewart at Bell Laboratories.
Deming nevertheless applied the principles to a wide range of
management situations.
Elements of CQI

Philosophical elements

Structural elements

Healthcare specific elements

Philosophical Elements of CQI

Strategic focus

Mission, values, objectives

Customer focus

Patient, provider, payer

Outcomes of care

Systems focus

Data driven process

Organizational learning
Structural Elements of CQI

Process improvement teams

Seven tools

Parallel organization

Top management commitment

Statistical analysis
Customer satisfaction measures
Benchmarking
Redesign of processes from scratch

Seven tools

Flow charts

Cause and effect diagrams

Check sheets

Histograms

Pareto charts

Control charts

Correlational analysis
Health Care Specific Elements of CQI

Epidemiological studies

Governance processes

Quality assurance, pharmacy and therapeutics committees, peer

review

Risk adjusted outcome measures

Cost-effectiveness analysis

Quality assurance data and techniques

Risk management data

Reasons for Implementing CQI

Foundation for organization transformation and renewal

Government and patients see lack in quality, cost, and access in

healthcare issues

Helps to define quality

Establishes measures of customer satisfaction

Improve upon measures

Help for managing costs and increasing profitability

CQI Perception Shifts

Leading vs. Managing

Coaching vs. Control

Quality -> Quantity

Open to change vs. Resistance to change

People as a resource vs. People as a commodity

Suspicion vs. Trust

Commitment vs. Compliance

Customer focus vs. Internal focus

Team vs. Individual

Prevention vs. Detection

7 Deadly Diseases Impeding American Quality Transformation

Lack of constancy of purpose

Emphasis on short-term profits

Personal review system

Mobility of management
Running a company on visible figures alone
Excessive medical costs for employee healthcare, which increase

the final cost of goods and services

Excessive cost of warranty, fueled by lawyers who work on

contingency fees
CQI Process Feedback

Plan

Act

Do

Check
CQI and Supervision

Training

Remove barriers

Create pride producing environment

Show workers how they fit in the process

Stress quality

Help improve the worker

Part 7 Managing Change
Change and Chance of Success
75% of change products do not work! Change Concepts

Change is a natural phenomenon

Change is continuous and ongoing

Survival and growth are dependent upon adaptation to changing

environment
Change Concepts

Environment can be and is influenced and shaped by the

decisions and actions of the organization

Learning from experience is essential for adaptation and change

Individuals and organizations change in both common and

unique directions
Change Affects:

Structures

Chains of command

Responsibility limits

Incentive systems

Company culture and values

Required Skills


Knowledge of product, technology, and processes

Knowledge of development models

Knowledge of organization of development activity

Ability to work toward long-term goals

Affecting Change

Ability to motivate people

Empower

Non-threatening

Facilitative

Obtain involvement

Obtain commitment
3. Identify and explain at least two strategies to enhance
employee behavior in promoting quality performance of the
LGU delivery system?
Priority Recommendation Activities:
a

Conduct a regular meeting to thresh out issues and problems

affecting the delivery of services of the organization

b Make a flow chart or a citizens charter that would guide clients on
how to access their needed services
c Reorganize / restructure the organization
Applicable Laws on the Problems:
RA 9485 (Anti Red Tape Act of 2007)
Section

6.

Citizens

Charter

All

government

agencies

including

departments, bureaus, offices, instrumentalities, or government-owned

and/or controlled corporations, or local government or district units shall set
up their respective service standards to be known as the Citizen's Charter in
the form of information billboards which should be posted at the main
entrance of offices or at the most conspicuous place, and in the form of
published materials written either in English, Filipino, or in the local dialect,
with these details:

(a) The procedure to obtain a particular service;

(b) The person/s responsible for each step;
(c) The maximum time to conclude the process;
(d) The document/s to be presented by the customer, if necessary;
(e) The amount of fees, if necessary; and
(f) The procedure for filing complaints.

Section 11. (b) Grave Offense Fixing and/or collusion with fixers in
consideration of economic and/or other gain or advantage.
Penalty - Dismissal and perpetual disqualification from public
service