Public Administration Overall

advance management and policies so that government can function

details and systemic application of law

operations for enforcement of public policy

art and science of managament

Use of managerial, legal, and political theories

All 3 branches of the government (executive, legislative, judicial)

sum totals of all managerial, clerical, or manual labor.

Work of only those who are performing managerial tasks.

Planning - plan everything

Organizing - allocate tasks to proper subordinate

Staffing - bringing and training staff

Directing - instruct staff

Coordinating - manage between departments

Reporting - report to leaders

Budgeting - just report budget

includes non-POSDCoRB fields like defence, law enforment, etc.

Importance of pub adm (4)

Roles of pub adm (6)

-Research, plan, and implement policies that fall within budgets and follow law

-Coordinate with others to adopt new policies

-Manage and evaluate special programs

-Collect and analyze data to make adjustments

-communicate the effectiveness of programs to public and stakeholders

Differences between business and pub adm

Differences between businesses and pub adm: legal framework

Differences between businesses and pub adm: nature of function

Differences between business and pub adm: efficiency management

Differences between business and pub adm: decision making

Differences between businesses and pub adm: political character

Differences between businesses and pub adm: public accountability

Differences between businesses and pub adm: principle of uniformity

Differences between businesses and pub adm: external financial control

Differences between businesses and pub adm: service motive

Differences between businesses and pub adm (9)

• all aspects of administrative activities and underlying ideals of them

• rationalization of human behavior in administrative activites

• which looks at values of the administrative structures and the values and expectations of the individuals or society it ought to serve

• Plato, Hobbes, Locke

• Focus on formal legal structure and organization of public bodies

• concerned with power- it’s structure and function

• Germany, Belgium, USA

• formal organization of offices, official duties, limitations of power

• explain administrative institutions in light of their past

• phases of administrative institutions in chronological order

• trace development of institutes through history

• narrative of the events that constitute a decision of an administrator

• it is believed to remain a consistent feature in the study and teaching of public administration.

• decision-making behavior and influence of factors on the process

• emphasizes POSDCoRB

• proper reference to the environment in which public administration is working as well as the human factor

• consider different societies as a whole to maintain stability

• keep basic needs of public in mind while policy forming

• relationship between public and administration

• humans are motivated by non-economic factors like goals/beliefs

• study informal relationships

• public admin > public and top management > subordinate

• study of informal aspects of an organization

• borrows from social sciences

• political, social, economic factors influencing humans

• administration is seen as a system of interrelated and interdependent parts (sub-systems) who interact among themselves

• organizational sub-systems are adaptive in nature; they can affect the larger system and can as well be affected by it; they are dynamic

• studying other countries comparatively

• explains factors cross-national similarities/differences

• quest for patterns and irregularities in admin

• different strategies for socioeconomic growth

• update your policies regularly

• social, economic, political technological factors for environment

• PEST analysis

• cost-benefit analysis

focuses on the description and analysis of actual administrative Situations

what it actually is

what public administration “ought to be”

suggests ideal situations

• Woodrow Wilson set the tone with essay “The study of Administration” in 1887

• Separation between politics and administration

• politics: policy making

• administration: implementation of policies

• Goodnow: responsibility of politicians to make political decisions, but they don’t have expertise. Qualified people are needed

• in 1926 L.D. White said PA is value free science aimed at efficiency

• certain general principles of PA like any science

• intellectual peak of study of PA, called golden age

• Taylor’s book “Principles of Scientific Management” 1911

• Gantt Chart, flow process chart, 12 principles of efficiency: apply science to PA

• “Public” aspect of PA was dropped at this stage and focus was on efficiency

Henry Fayol: Industrial and General Management

Mary Follet: Creative Experience

Mooney and Riley: Onward Industry, Principles of Organization

Gullick and Uriwck: Papers on Science of Administration

• Barnard’s “Functions of the Executive” challenged phase 2:

1. rejection of politics and administration dichotomy

2. principles lack scientific validity

• Marx “Elements of Public Administration:” politics and admin can’t be dichotomized bc admin is political

• For every principle, there’s a counter principle. Principle approach was criticized bc too formal and lack of study on psycho-social aspect.

• Dahl: long way from science of PA

  1. place of normative values clear

  2. nature of man in PA and behaviors understood

  3. discover universal principles

Two reactions:

• linkages between PA and political science

• administrative science, differentiation between business and institutional administration is false

What happened:

1. rise of human relations approach

2. growing use of case-method and comparative approach

3. ecological approach

4. critical perspective of PA

5. crystallization of concept of development

• interpenetration of politics and administration at all levels

• programmatic character of all administration

• science of PA more developed

• primary goal: role and extent of state

1. division of labor: specialized work > efficiency increases >more output

2. authority: managers have authority but also responsibility

3. discipline:

4. unity of command: only 1 direct supervisor

5. unity of direction: teams with 1 objective > 1 supervisor

6. subordination of individual interests: interests of 1 employee or manager not more important than whole group

7. renumeration: employee satisfaction > fair compensation

8. centralization: how close are employees to decision-making process

9. scalar chain: employees’ awareness of where they stand

10. order: clean, safe work facilities

11. equity: fairness to staff

12. Stability of tenure: minimize employee turnover

13. initiative: employees given necessary freedom to carry out plans

14. esprit de corps: promote team unity

1. planning: forecast future conditions, set objectives, develop means to achieve it

2. organizing: structure activities and individuals

3. commanding: direct supervision of employees, motivating efforts

4. coordinating: identify, arrange, schedule activities

5. controlling: constant supervision of activities

1. coordinative principle: orderly arrangement of group effort

2. scalar principle

3. division of work

4. line and staff

1. functional principle

2. scalar principle

3. span of control

4. Unity of Command

5. Homogeneity Principle

6. Line-Staff principle

POSDCoRB

• All stakeholders actively involved in decision-making process

• Information sharing: all employees know of economic status of firm

• employee decision making: determining work schedules to budgeting

• Rewards tied to suggestions & performance

• supportive relationship: raise employee skills and offer opportunities for development

1. Exploitative-Authoritative: Managers impose on employees and use fear

2. Benevolent-Authoritative: leader uses rewards for motivation but makes all decisions with no teamwork

3. Consultative: leader may incorporate subordinates ideas but subs do not feel responsible for companys end

4. Participative: the leader encourages subs, everyone feels responsible for org

1. Employees are more involved with work because there’s a proper channel of communication

2. Valuation of each other’s work, employees will work for recognition

3. Engagement higher bc sense of belonging

4. True collaborative culture

5. Greater autonomy between employees

6. Employees less afraid to suggest ideas

7. Recognition of human dignity

1. Decision-making slows down

2. When information is known to too many people in early stages, there is a security issue

Theory X:

process of prioritizing and allocating resources in an efficient manner to provide relief to people

• make society lead a better life

• maintain delivery of goods

• mechanism of developing socio-economic system

• clear and unique purpose to achieve goal

shift resources from those who have them to those who do not

resources of all to benefit a segment of society

Modify the behavior of groups or people

created in response to current passing problems e.g. environmental disasters

course of actions designed to prevent a problem

1. Constitution states executive branch makes policies, with further federal, provincial, and municipal governments

2. Under 18th amendment, this responsibility has transferred to provincial governments which can further delegate it to local governments.

3. Altho elected govts are responsible for developing viable policies

4. In reality, policy making has been dominated by vested interests

1. Problem Identification

2. Policy Formulation

3. Policy Adoption

4. Policy Implementation

5. Policy Evaluation