SUMMARYPublic administrations are mostly hybrid in nature with a combination of characteristics of different paradigms and models. In the first part of the paper, I use the notion of paradigms to explain a form of hybridity in public administration. The concept of paradigms in public administration is helpful in identifying a typology of the ideal types and their characteristics based on the main paradigms and models of public administration: the patronage system, the traditional public administration, the new public administration, and other emerging models such as public value management, responsive governance, and new public service. In the second part of the paper, through the trajectory of Bhutan's public administration history, we observe that its public administration exhibits characteristics that sit across the various paradigms and models of public administration. Thus, in doing so, the paper makes a significant contribution in applying the ideal type typology to explain how hybridity in public administration occurs in practice.

Monarchical rule is said to have become anachronistic in a modern age of legal rational orders and representative institutions. And yet, despite successive waves of democratization having usurped their authority across much of the globe, a select few monarchs remain defiant, especially in small states. This stubborn persistence raises questions about the application of Huntington's "King's Dilemma" in which modern monarchs are apparently trapped in a historical cycle that will ultimately strip them of meaningful power. Drawing on in-depth historical research in three small states that have sought to combine democratic and monarchical rule-Tonga, Bhutan and Liechtenstein-we argue that, contra Huntington, monarchs in small states are neither doomed to disappear nor are they likely to be overwhelmed by the dilemma posed by modernist development. The lesson is that the size of political units is a critical variable too often overlooked in existing studies. Modern monarchs, Samuel Huntington famously argued, face a fundamental dilemma. 1 On the one hand, to promote social, cultural and economic development monarchs must centralise power. On the other hand, such reforms create a new cadre of elites whose political participation threatens to undermine their authority. By delaying modernist reform in favour of traditionalism the monarch can retain authority. But, stymieing progress increases the risk of popular revolt. As a result, Huntington argues, a peaceful transition from absolute monarchy to an electoral regime is virtually impossible. The modern monarch is caught in a perpetual trap that

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Bhutan has reported a total of 2596 COVID-19 cases and three deaths as of September 15, 2021. With support from India, the United States, Denmark, the People’s Republic of China, Croatia and other countries, Bhutan was able to conduct two rounds of nationwide vaccination campaign. While many countries struggle to overcome vaccine refusal or hesitancy due to complacency, a lack of trust, inconvenience and fear, escalated in some countries by anti-vaccine groups, Bhutan managed to inoculate more than 95% of its eligible populations in two rounds of vaccination campaign. Enabling factors of this successful vaccination campaign were strong national leadership, a well-coordinated national preparedness plan, and high acceptability of vaccine due to effective mass communication and social engagement led by religious figures, volunteers and local leaders. In this short report, we described the national strategic plan and enabling factors that led to the success of this historical vaccination campaign.