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Public administration theory

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Public administration theory is the amalgamation of history, organizational theory, social theory, political theory and related studies focused on the meanings, structures and functions of public service in all its forms. A standard course of study in PhD programs dedicated to public administration, public administration theory often recounts major historical foundations for the study of bureaucracy as well asepistemological issues associated with public service as a profession and as an academic field. Important figures of study include: Max Weber, Frederick Winslow Taylor, Luther Gulick, Mary Parker Follett, Chester Barnard, Herbert A. Simon, and Dwight Waldo. In more recent times, the field has had three main branches: new public management, classic public administration and postmodern public administration theory. The last grouping is often viewed as manifest in the Public Administration Theory Network (PAT-NET) and its publication, Administrative Theory & Praxis.

Selected works in the history of public administration theory

Northcote-Trevelyan Report, 1853 Pendleton Civil Service Reform Act, 1883 "The Study of Administration," Woodrow Wilson, 1887[1] "Politics as a Vocation," Max Weber, 1918 "Bureaucracy," Max Weber, 1922[1] Brownlow Committee report, 1937 The Functions of the Executive, Chester Barnard, 1938[2] "The Lack of a Budgetary Theory," V.O. Key, Jr., 1940[1][3] Bureaucracy, Ludwig von Mises, 1944 Administrative Behavior, Herbert A. Simon, 1947[2] The Administrative State, Dwight Waldo, 1948[1][2] TVA and the Grass Roots, Philip Selznick, 1949[4] "The Science of Muddling Through," Charles E. Lindblom, 1959[1] The Forest Ranger, Herbert Kaufman, 1960[5] The Politics of the Budgetary Process, Aaron Wildavsky, 1964[2] Democracy and the Public Service, Frederick C. Mosher, 1968[1][2] The Intellectual Crisis in American Public Administration, Vincent Ostrom, 1973[2] Servant Leadership, Robert K. Greenleaf, 1977[6] "Public and Private Management: Are They Fundamentally Alike in All Unimportant Respects?," Graham T. Allison, 1980[1] Street-Level Bureaucracy, Michael Lipsky, 1980[1][7] The Case for Bureaucracy, Charles Goodsell, 1983 "The New Economics of Organization," Terry M. Moe, 1984 Refounding Public Administration, Gary Wamsley et al., 1990 The Public Administration Theory Primer, H. George Frederickson and Kevin B. Smith, 2003

THE THEORY OF PUBLIC ADMINISTRATION Presentation Transcript

1. THE THEORY OF PUBLIC ADMINISTRATION Linkage Master

Programmes g g Double Degree FIA-UNIBRAW and Japanese Universities Universitas Brawijaya 2006 Lecturer : Prof. Dr. Ir. Ginandjar Kartasasmita jgkar@cbn.net.id www.ginandjar.com Assistant Professor : Dr.Ir. Deddy S. Bratakusumah, BE, MURP, M.Sc. deddys@bappenas.go.id 2. DESCRIPTION PUBLIC ADMINISTRATION IS A FIELD WITH

A SURPRISINGLY RICH HERITAGE HERITAGE. THE PURPOSE OF THE STUDY OF PUBLIC ADMINISTRATION IS TO PROMOTE A SUPERIOR UNDERSTANDING OF GOVERNMENT AND ITS RELATIONSHIP WITH THE SOCIETY IT GOVERNS, AS WELL AS TO ENCOURAGE PUBLIC POLICIES MORE RESPONSIVE TO SOCIAL NEEDS AND TO INSTITUTE MANAGERIAL PRACTICE ATTUNED TO EFFECTIVENESS, EFFICIENCY, AND THE DEEPER HUMAN REQUISITES OF THE CITIZENRY CITIZENRY. BY POPULAR DEFINITION, THE FORMAL STUDY OF THE SUBJECTS IS BARELY MORE THAN A CENTURY OLD. www.ginandjar.com 2 3. DESCRIPTION HOWEVER DURING THAT CENTURY,

GOVERNMENTAL BUREAUCRACIES HAVE GROWN LARGE AND MATURE. FROM ITS BEGINNING, THE DISCIPLINE HAS ALSO ENJOYED EXTENSIVE INTERACTION BETWEEN THOSE WHO STUDY THE SUBJECT AND THOSE WHO PRACTICE IT ALLOWING FOR MORE INTENSIVE EXPERIMENTATION THAN HAS BEEN POSSIBLE IN SOME SOCIAL SCIENCES. www.ginandjar.com 3 4. DESCRIPTION PUBLIC ADMINISTRATION IS OFTEN

CHARACTERIZED AS A FRAGMENTED FIELD FIELD ONE THAT IS PULLED IN COMPETING DIRECTIONS BY DIFFERENT INTELLECTUAL AND DISCIPLINARY PERSPECTIVES, AS WELL AS BY THE CONCERNS OF PRACTICE AND THEORY. THEORY NEVERTHELESS,

IT DOES HAVE A COMMON CORE OF KNOWLEDGE AND COHERENT INTELLECTUAL HISTORY. www.ginandjar.com 4 5. THE PURPOSE THE PURPOSE OF THIS COURSE IS TO

PROVIDE AN ESSENTIAL RESOURCE FOR UNDERSTANDING THIS CORE AND CENTRAL SET OF IDEAS. THE COURSE WILL DISCUSS CONCEPTS, IDEAS, HISTORICAL PERSPECTIVES AND INTELLECTUAL FRAMEWORKS THAT ARE FUNDAMENTAL TO UNDERSTANDING CONTEMPORARY PUBLIC ADMINISTRATION, ADMINISTRATION AS WELL AS ITS PRACTICAL APPLICATION IN SUCH FIELD AS BUDGETING AND FISCAL DECENTRALIZATION www.ginandjar.com 5 6. THE METHOD THE COURSE WILL BE CONDUCTED

THROUGH A COMBINATION OF LECTURES AND CLASS DISCUSSIONS. DISCUSSIONS THE REQUIREMENTS ARE; STUDENTS ATTENDANCE, COMPLETION OF ASSIGNMENTS, AND ACTIVE PARTICIPATION IN CLASS DISCUSSION. STUDENT SHOULD COME TO THE CLASS WITH HIGH MOTIVATION AND PREPARATION BASED ON THE TOPIC SCHEDULED FOR EACH SESSION. www.ginandjar.com 6 7. THE METHOD STUDENTS ARE EXPECTED TO COME TO

THE CLASS PREPARED WITH THE SUBJECT TO BE DISCUSSED AT THE RESPECTIVE SESSION SESSION. THE DAY WILL TYPICALLY START AND END WITH CLASS DISCUSSIONS. TO FACILITATE MORE INTENSIVE DISCUSSIONS THE CLASS WILL BE ORGANIZED IN GROUPS. ON THE FINAL DAY, THE CLASS WILL TURN INTO A SEMINAR TO HEAR AND COMMENTS HEAR, ON, THE PRESENTATION TO BE GIVEN BY EACH GROUP. www.ginandjar.com 7 8. THE GRADE THE GRADE WILL BE BASED ON: 30% OF

CLASS ATTENDANCE AND PARTICIPATION, 35% OF CLASS

ASSIGNMENTS AND PAPERS, AND 35% OF THE FINAL PAPER. www.ginandjar.com 8 9. COURSE MATERIAL THE COURSE DRAWS ITS MATERIALS

FROM A VARIETY OF SOURCES IN PARTICULAR (ALTHOUGH NO LIMITED TO) AS LISTED IN THE SELECT BIBLIOGRAPHY BELLOW. S C OG O TO PREPARE FOR THE COURSE, STUDENTS ARE REQUIRED TO READ: ADMINISTRASI Q PEMBANGUNAN: PERKEMBANGAN PEMIKIRAN DAN PRAKTIKNYA DI INDONESIA, CHAPTER 1 TO 4 4. www.ginandjar.com 9 10. BIBLIOGRAPHY 1. ASPINALL, EDWARD AND GREG FEALY,

2003, LOCAL POWER AND POLITICS IN INDONESIA: DECENTRALIZATION AND DEMOCRATISATION, THE INSTITUTE OF SOUTHEAST ASIAN STUDIES, SINGAPORE. 2. 2 GOLEMBIEWSKI, GOLEMBIEWSKI ROBERT T., 1997, PUBLIC T 1997 ADMINISTRATION AS A DEVELOPING DISCIPLINE,PART 1 PERSPECTIVES ON PAST AND PRESENT, MARCEL DEKKER INC., MADISON AVENUE, NY, S C C SO USA. 3. HENRY, NICHOLAS, 1995, PUBLIC ADMINISTRATION AND PUBLIC AFFAIRS (6TH ED.), PRENTICE HALL, ENGLEWOOD CLIFFT, NEW JERSEY. www.ginandjar.com 10 11. BIBLIOGRAPHY 4. KARTASASMITA, GINANDJAR, 1996,

ADMINISTRASI PEMBANGUNAN: PERKEMBANGAN PEMIKIRAN DAN PRAKTIKNYA DI INDONESIA, LP3ES, JAKARTA, INDONESIA. 5. 5 LEMAY, LEMAY MICHAEL C, 2002, PUBLIC C 2002 ADMINISTRATION: CLASHING VALUES IN THE ADMINISTRATION OF PUBLIC POLICY, WADSWORTH, BELMONTH, CA, USA. S O O C S 6. MUSGRAVE, RICHARD A, AND PEGGY B. MUSGRAVE, 1989, PUBLIC FINANCE IN THEORY AND PRACTICE, MCGRAW-HILL BOOK COMPANY, NEW YORK, NY, USA. www.ginandjar.com 11 12. BIBLIOGRAPHY 7. ROSENBLOOM, DAVID H, AND ROBERT

S. KRAVCHUK, 2005 KRAVCHUK 2005, PUBLIC ADMINISTRATION

ADMINISTRATION, MCGRAW-HILL BOOK COMPANY, NEW YORK, NY, USA. 8. SHAFRITZ, JAY M, AND ALBERT C. HYDE, 1991, CLASSICS OF PUBLIC ADMINISTRATION, WADSWORTH BELMONTH CA, USA. WADSWORTH, BELMONTH, CA www.ginandjar.com 12 13. CLASS SCHEDULE DATE S TIME TOPICS READINGS Nov,

9, 2006 09:00 09:30 Course and Class Introduction (GK, DSB) I 09:30 10:15 Definitions and Concepts 2, 3, 4, 6, 7 II 10:15 11:00 Public Administration as a Developing 2, 3, 4 III 11:15 12:00 Discipline IV 12:00 12:45 Current Issues in Public Administration Nov, 11, 2006 V 09:30 10:15 Planning and Budgeting Hand Out (DSB) VI 10:15 11:00 Planning and Budgeting Hand Out VII 11:15 12:00 Budget Cycle and Fiscal Policy 4 (Ch 1 2 3) 1,2,3) VIII 12:00 12:45 Budget Decision Making 5 (Ch 6,7) Nov, 13, 2006 12:00 12:30 Preparation for Presentation (GK, DSB) ( , ) IX 12:30 13:15 Presentation and Discussion X 13:15 14:00 Presentation and Discussion (midterm) Nov, 18, 2006 XI 09:30 10:15 Government Institution Hand Out (DSB) XII 10:15 11:00 Decentralization and Local Autonomy 3 (Ch 4), 1 XIII 11:15 11 15 12:00 12 00 I t Intergovernmental R l ti t l Relations H dO t Hand Out XIV 12:00 12:45 Fiscal Decentralization 4 (Ch 27) Nov, 27, 2006 12:00 12:30 Preparation for Presentation (GK, DSB) XV 12:30 13:15 Group Paper Seminar XVI 13:15 14:00 Group Paper Seminar (final) 13 14. THANK YOU www.ginandjar.com 14

The Public Administration | Classical Theories

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The Public Administration | Classical Theories - Public administration is "centrally concerned with the organization of government policies and programmes as well as the behavior of officials (usually non-elected) formally responsible for their conduct" Many unelected public servants can be considered to be public administrators, including police officers, municipal budget analysts, HR benefits administrators, city managers, Census analysts, and cabinet secretaries. Public administrators are public servants working in public departments and agencies, at all levels of government. Public administration houses the implementation of government policy and an academic discipline that studies this implementation and that prepares civil servants for this work The classical, or structural, theory of public administration does not normally admit of multiple theories, but centers around a complex set of variables, ideas and concepts that govern public administration, or state bureaucracy. Although there are many classical authors such as Luther Gulick, Henri Fayol or Lyndall Urwick, most of whom are writing in the early 20th century, there are several important themes attached to the classical theory. Specialization and Command Classical administration theory centers around the division of labor. This theoretical approach defines "modernity" as the increasing specialization of labor. This means that a central bureaucracy must exist that keeps these functions coordinated and connected through an impersonal chain of command. Therefore, the emphasis in this approach is on both the decentralization of functions and specialties, and the centralization of administrative command to keep the functions working together. Unity All classical theory in this field stresses the singularity of command. This means the structure of the organization must develop ascending levels of authority. Each level takes from above it, and transmits to what is below. Hence, the system revolves around levels, rationality and command. It is a system that, in all its manifestations, is hierarchical. In addition, this also implies a great degree of discipline. It is also a radically impersonal system, because it is the organization and the offices that make it up that matter, not the individuals. Individuals in this theory are functionaries of the organization. Efficiency Classical theory stresses efficiency in organizational work. The command structure is designed to manifest both the overall objectives of the organization as well as the specific purposes of the functional units. Although the classical system stresses structure over everything, the basic issue is efficiency in communication. This requires certain things to be in place: a strict definition of duties and objectives, the control over all labor functions and a rational connection of one functional unit to another. Without these basics, no organization can function efficiently, according to the classical argument.

administrative theory
A Dictionary of Sociology | 1998 | GORDON MARSHALL | 700+ words | Copyright

administrative theory, classical administrative theory An early form oforganization theory, pioneered mainly by Henri Fayol (18411925), which was concerned principally with achieving the most rational organization for co-ordinating the various tasks specified within a complex division of labour (see hisAdministration industrielle et gnrale, 1916) . The translation of this book into English as General and Industrial Management(1949) implies that Fayol was concerned mainly with business management, although he himself makes it clear that his ideas about management were intended to apply to all formal organizations, including political and religious undertakings. Expressing the French administration as management has also led to the alternative designation of this approach as the classical school of scientific management. More recent exponents include Lyndall Urwick and Peter F. Drucker. Fayol, who is acknowledged to be the earliest advocate of a theoretical analysis of managerial activities, identified the key functions of management as being those of forecasting and planning. The most rational and efficient organizations were, in his view, those which implemented a plan that facilitated unity, continuity, flexibility, precision, command and control. Universal principles of administration were then distilled from these objectives. These include the key elements of the scalar chain (authority and responsibility flowing in an unbroken line from the chief executive to the shop floor); unity of command (each person has only one supervisor with whom he or she communicates); a pyramid of prescribed control (first-line supervisors have a limited number of functions and subordinates, with second-line supervisors controlling a prescribed number of first-line supervisors, and so on up to the chief executive); unity of direction (people engaged in similar activities must pursue a common objective in line with the overall plan); specialization of tasks (allowing individuals to build up a specific expertise and so be more productive); and, finally, subordination of individual interests to the general interest of the organization. This list is not exhaustive, but illustrates the key proposition of administrative theory, which is that a functionally specific and hierarchical structure offers the most efficient means of securing organizational objectives (see M. B. Brodie , Fayol on Administration, 1967) . Classical administrative theory, like its near-contemporary the scientific management approach, rests on the premisses that organizations are unproblematically rational and (effectively) closed systems. In other words, organizations are assumed to have unambiguous and unitary objectives, which the individuals within them pursue routinely, by obeying the rules and fulfilling their role expectations, according to the prescribed blueprint and structure. Moreover, in the attempt to maximize efficiency, it is only variables within that structure that need to be considered and manipulated. The interaction of the organization with its environment, together with the various factors which are external to the organization but nevertheless have consequences for its internal functioning, are systematically ignored. Clearly, both perspectives take a rather deterministic view of social action, since each assumes that individuals will maximize organizational efficiency, independently of their own welfare, and with no thought for the relationship between the collective goal and their own particular purposes. The Human Relations Movement in organizational analysis, an otherwise diverse group of writers and approaches, is united by its opposition to precisely this assumption. Despite such criticisms, the classical theory of administration has exerted considerable influence on the fields of business studies and public administration, and it still provides the basic concepts which many managers use in clarifying their objectives.