GROUP 2

THEORIES AND PRACTICE OF PUBLIC ADMINISTRATION

F. MANAGEMENT PROCESS
G. AN OVERVIEW OF PUBLIC BUDGETARY
Group 2
Frennie Ramos
Catherine Jane Tamilon
Marvin Pababero
Arlene Casilihan
Teresa Guevarra
Cyrene Florece
Kathleen Lacerna
F. MANAGEMENT PROCESS
01 Decision-making and Policy Analysis

02 Nature of the Decision Environment

03 Planning and decision-making

04 Organizing

05 Basic of Public Personnel Administration

06 Leading

07 Controlling
G. PUBLIC BUDGETARY
01 The Budget Cycle

02 Types of Budget

03 Planning-Programming-Budgeting(PPBS)

3.1 Concept of PPBS

3.2 Advantage of Disadvantages of PPBS

3.3 Constraints in the implementation of PPBS

 MANAGEMENT PROCESS
It is defined as the process, composed of interrelated social and technical functions and activities (in
cluding roles), occurring in a formal organizational setting for the purpose of accomplishing
predetermined objectives through the utilization of human and other resources.
D.E MacFarland Henri Fayol
Management is the distinct process by
which the managers create, direct, maintain To manage is to forecast & to plan, to
01 and operate purposive organization through
systematic, co-coordinated and cooperative
04 organize, to command, to co-ordinate & to
control.
human efforts.”

Gemp R. Terry Joseph Massie

Management process is a distinct process
consisting of planning, organizing, actuating, Management is defined as the process by
02 and controlling, performed to determine and
accomplish objectives by the use of other
05 which a cooperative group directs action
towards common goals.”
people and resources.”

Peter Drucker
Management is a multi-purpose organ that
03 manages business, manages managers,
and manages workers and work
 What is Decision Making?
In its simplest sense, decision-making is the act of choosing between two or more courses of action. The outputs
of policy analysis are often inputs to the decision making process. The consequences of decision making are often
inputs to the policy analysis process.
Intuition
Intuition is using your
‘gut feeling’ about
possible courses of
PROBLEM-SOLVING
action.
decision-making involves
choosing between Reasoning
possible solutions to a Reasoning is using the
problem. Decisions can facts and figures in front
be made through either of you to make
an intuitive or reasoned decisions.
process, or a combination
of the two.
POLICY ANALYSIS
Applying Both
An analysis is undertaken Reason and
before a decision is made
so that decision-makers h
Intuition
ave the best chance of cr
eating successful policy.
 Nature of the Decision Environment
The quality of the decisions made in an organization will dictate the success or failure of the said business.
Decision making
under Certainty
is very sure and certain by its
nature. This means that all the
information is available and at
hand. Such data is also easy to
attain and not very expensive to
gather.

Decision Making under

Uncertainty
the information available DECISION
to the management is
incomplete, insufficient PROBLEM-SOLVED
and often unreliable
Decision Making Under
Risks
there is the possibility of more than
one event taking place. Which
means the manager has to first
ascertain the possibility and
probability of the occurrence or
non-occurrence of the even
 F. 3 WHAT IS PLANNING?
Planning is deciding in the present, what to do in the future. It is a process by where companies reconcile their res
ources with their objectives and opportunities - Philip Kotler, Principles of Management
Quick achievement of objectives

Advantages of Planning
Standing Plans-
drawn to cover issues
that managers face
repeatedly or SOP. Unity in purpose and direction
4 Types of Plan

• Mission or purpose
• Strategy
Hierarchical Plans -institutional, the • Policies
managerial and the technical core • Rules Utilization of resources
• Strategic plan. • Procedures
• Administrative or Intermediate plan.
• Operational plan Increases efficiency of managers

Utilization of Assists in controlling

organizational activities/functions resources

Single-use Plans-unique situations or CONTINGENCY PLAN - made to d Reduces chances of inconsistency

problems and are normally discarded or eal with situations that might crop u
replaced after one use p if these assumptions turn out to be
• Objectives or Goals wrong. Thus contingency planning i
s the development of alternative cou Reduces wrong decision making
• Programs
• Projects rses of action to be taken if events d
isrupt a planned course of action. https://iedunote.com/planning-nature-importance-types
• Budgets
 F. 4 WHAT IS ORGANIZING?
This process involves determining what work is needed to accomplish the goal, assigning those tasks to individual
s, and arranging those individuals in a decision‐making framework (organizational structure)
Review plans and
.Determine the
objectives. work activities
Although this task ma
y seem overwhelming
Objectives are the specific
to some managers, it
activities that must be com
pleted to achieve goals. Pl doesn't need to be. M
ans shape the activities ne anagers simply list an
eded to reach those goals. d analyze all the task
Managers must examine pl s that need to be acc
ans initially and continue to omplished in order to
do so as plans change and reach organizational
new goals are developed. goals.
Assign activities
Classify and and delegate Design a
group authority hierarchy
Managers assign th
Managers assign the d
A manager can group e defined work activ
efined work activities t
activities based on fou ities to specific indiv
o specific individuals.
r models of departmen iduals. Also, they gi
Also, they give each in
talization: functional, g dividual the authority (r ve each individual t
eographical, product, ight) to carry out the as he authority (right) t
and customer. signed tasks. o carry out the assi
gned tasks.

Recruiting, selecting, and advancing
employees on the basis of their relative
ability, knowledge and skills
Equitable and adequate compensation
AIMS OF PPA
Training employees as needed to assure
high quality performance
Retaining employees on the basis of the
adequacy of their performance, correcting
inadequate performance, and separating
employees, whose poor performance
cannot be corrected
Assuring fair treatment of applicants and
employees in all aspects of PPA without
regard to political affiliation, race, color,
national origin, sex or religious creed.
Assuring that employees are protected
against coercion for partisan political
purposes and are prohibited from using
their official authority for the purpose of
interfering with an election,
f.5
BASIC OF PUBLIC
PERSONNEL
ADMINISTRATION
01 Hanlon & Pickett, 1984
The management of all an agency's hu
man resources in a manner that assur
es the best output with the least costly
input, while protecting and enhancing t
he welfare of the
workers
02 Siegel & Myrtle, 1985
Public personnel administration is the
establishment and application of
policies and procedures for the
procurement, deployment and
maintenance of a public organization's
work force
PPA is an important element of government
administrative systems. The effective
IMPORTANCE OF PPA
conduct of the work of government depends
upon the people work and how this people
are being administered.
The main purpose of PPA is ensure public
organization has enough and competence
staff to perform the tasks of the particular
organization.
The concern of PPA is to improve the
productive contribution of the public
servants and to ensure that all government
employees are treated well according to the
HRM principles.
 f.5.1
DIFFERENCES BASIS FOR COMPARISON PUBLIC ADMINISTRATION PRIVATE ADMINISTRATION
BETWEEN PUBLIC AND
PRIVATE PERSONNEL Meaning Public administration refers to ord Private administration is the oper
ADMINISTRATION erly managing the resources, to a ation, management and organizat
PUBLIC ADMINISTRATION chieve the purposes established ion of the affairs of the business e
branch of economics that works by the government. nterprise.
with service motive
PRIVATE ADMINISTRATION What is it? It is a political process. It is a business activity.
works with business
intuition Operation In governmental set up In non-governmental set up

Public administration runs in a govern Approach Bureaucratic Egalitarian

mental setting, and that is why it is als
o known as government administratio Decision making Pluralistic Monopolistic
n. On the contrary, the private adminis
tration is a business process, hence c Revenue Taxes, fees, duties, etc. Profits
onsidered as business administration.
Both of them play a crucial role in con Accountability Accountable to general public Accountable to the owners
tributing towards the development of t
he society in different ways. Moreover
, the measurement of performance, pr Orientation Welfare oriented Profit oriented
ogress and results thereof, can be do
ne using different methods. CONCLUSION https://keydifferences.com/difference-between-public-and-pr
ivate-administration.html . July 15, 2017 by Surbhi S
f.5.2 CHALLENGES TO
is an instrumental concept to know if you’re an employer o
THE MERIT SYSTEM: r employee. EEO refers to the standard that all people, re
gardless of certain characteristics, have the right to receiv
e fair treatment in the workplace. This concerns treatment
from both employers and prospective employers.

EQUAL
EEO standards are important to implement in small busine
EMPLOYMENT sses. Doing so will promote a positive workplace culture.
OPPORTUNITY Further, legal ramifications exist for employers who are fou
nd not to comply with EEO standards.

Some of these characteristics include:

Gender Efforts have been made to achieve equality of opportunity.
Race However, making sure your business does this can be har
Age der in practice. However, there are some barriers to achie
Religion ving this that go beyond complying with the relevant legisl
Disability ation, and involve changing your processes.
Sexual orientation
 f.5.3 SEXUAL HARASSMENT
Uninvited and unwelcome verbal or physical behavior of a sexual nature especially by a person in
authority toward a subordinate (such as an employee or student). Sexual advances, favor, and/or verbal or physic
al conduct of sexual nature.
What Behavior may be Harassing?

Written Verbal Visual Physical

Unwelcome suggest Derogatory, sexually Sexually oriented ge Impeding or blocking
ive, sexually explicit explicit or offensive, stures, display of se movements, touching,
or obscene letters, comments, epithets, xually suggestive or patting, pinching, or an
notes, email or invita slurs or jokes. derogatory objects, y other unnecessary or
tions. pictures, cartoons, p unwanted physical con
osters or drawings tact.

Warning Signs?
Inappropriate Behavior
Such as:
• Sexual comments or jokes
• Sexual phone calls
• Sexual stories
• Sexual looks/gestures
• Explicit videos, pictures, calend
ar, screen savers, websites.
• Insisting on dates.
Two Types of Sexual Harassment
Quid Pro Quo
 Occurs when an employee’s submission to or
rejection of unwelcome sexual advances or
conduct is used as the basis for an
employment decision affecting that employee.
Hostile Environment
 Hostile work environment sexual harassment
is created when unwelcome harassment is
severe or pervasive
 Enough to alter the condition of an individual’s
employment or creates an abusive,
intimidating, hostile of offensive working
environment.
 f.5.3
BASIC FUNCTIONS OF PERSONNEL SYSTEM
Personnel manageme
nt can be defined as obtaining, us
ing and maintaining a satisfied wo
rkforce. It is a significant part of m
anagement concerned with emplo
yees at work and with their relatio
nship within the organization.
Flippo
“Personnel management is the plan
ning, organizing, compensation, integ
ration and maintenance of people for
the purpose of contributing to organiz
ational, individual and societal goals.”
Brech,
“Personnel Management is that
part which is primarily
concerned with human
resource of organization.”
 Functions of Personnel Management
Insert the title of your subtitle Here

Manpower Planning Training and Development

Human Resource Planning consists of putting right number It is the process of enhancing the ski
of people, right kind of people at the right place, right time, lls, capabilities and knowledge of em
doing the right things for which they are suited for the achiev
ement of goals of the organization
ployees for doing a particular job.

Selection
Recruitment
process of putting right men on right job. It is It has two type, internal and
a procedure of matching organizational External
requirements with the skills and qualifications
of people.
 f.6
up the leading function:
LEADING
Leading is another of the
basic function within the
management process
"Leading is the use of infl
uence to motivate employ
ees to achieve organizatio
nal goals" (Richard Daft).
Managers must be able to
make employees want to
participate in achieving an
organization's goals.
Three components make
Motivating employees
they motivate their employees
and subordinates
Influencing employees
they influence their employees
and subordinates to reach the
desired goals of the
organization
Forming effective groups
they form effective groups in the organization. The
leading function helps any organization go forward
to attain its goals and objectives. The leading
process helps the organization move toward goal at
tainment.
IMPORTANCE OF LEADING IN MANAGEMENT
Leading is very important function of management. It always helps to minimize deficiency and achieve
organizational objectives. The above points justified the importance of leading in an organization.

Motivating others Building morale

Improve confidence leaders develop the code of ethics that help to
they do motivate their subordinates when employees are frustrated, develop the morality of the employees.
demotivated and stressed by
lengthy working pressure, leaders
help to redevelop their confidence Building an Efficient Working Environment
in such way that employees can work there
Providing instructions very comfortably.
They provide instructions to conduct and finish
a job.

Coordination
after any type of conflict of interest or chaos in
Commencing an action an organization, it is very important to reinstall
Leaders are the people who start an action. the normal environment in that organization.
They generally take the risk of any action. Leaders reinstall the working environment.
 f.5.7 CONTROLLING
. "Controlling means monitoring employees' activities, determining whether the organization is on target toward its
goals, and making correction as necessary (Richard Daft ).
Establishing goals and standards
because the main aim of controlling is to direct a business’s actions towards
its goals. If the members of an organization know their goals clearly, they will
Measuring

Establishing
invest their entire focus in achieving them.
Measuring actual performance against goals and standards actual

goals
they should next measure their actual performance and compare. This performance
step basically helps them in knowing whether their plans are working as
intended.
Taking corrective action
Timely corrective actions can reduce losses as well as prevent them
from arising in the future again.

corrective
Taking
Following up on corrective action

action
Just taking corrective measures is not enough; managers must also
take them to their logical conclusion. Even this step requires
Following up
thorough evaluations and comparisons. on corrective
action
 G. AN OVERVIEW
OF PUBLIC
BUDGETARY
g.1 THE BUDGET CYCLE
The budget cycle is the process in which
companies and governments create, eva
luate and approve budgets.
The budgeting process progresses in
stages: Plans are made, funds are
allocated and new information leads to
revisions. The four segments of the
budget cycle diagram — preparation and
submission, approval, execution and
audit, and evaluation — provide the
framework for creating one of the most
important tools a business needs to
succeed.
USING BUDGET CYCLE
The budget cycle is common to government agencies
that are required to use transparent budgeting proces
ses, but the concept is easily adapted to the needs of
businesses. The budget cycle promotes due diligence
and accountability because research, past performanc
e and financial projections feed the process. Decision
s are also documented at each stage.
USING BUDGET CYCLE
The clearly defined segments of the budget cycle enco
urage a careful process that allows for input and revisio
n as you work to build the budget that works best for yo
ur business. The budget cycle usually begins in advanc
e of the company’s accounting period and ends well aft
er that period ends.
 BUDGET CYCLE
The budget cycle is the process in which companies and governments create, evaluate and approve budgets.

Preparation and submission

submission
preparation

Approval The business considers the numbers and makes

decisions.
and

Approval
The formality of the approval segment depends on the
size of your business, but approval of the budget makes
it official.

Execution and audit

Execution
and audit
The execution segment begins at the start of the
company’s accounting period, such as the fiscal or
calendar year. Monitoring and control of financial activity
occurs during execution.

Evaluation Evaluation
The evaluation provides a final report on the budget and
the audit and makes recommendations for the next
budget cycle and budget.
 g.2 TYPES OF BUDGET
Balanced Budget Performance Budget

The public budgets are
different from other forms of budgets
in many ways; here the voters
delegate the power of spending their
money to the politicians or the elected
representatives. Now having understo
od the concept of budget in the last
article, let us understand the different
kinds of budget that are there in the
public financial management:
As suggested by the name a balanced bud
get is that which has no deficit or surplus.
The revenues coming are equal to the exp
enditures.
Revenue Budget
It is just the details of the revenue
received by the government through
taxes and other sources and the
expenditure that is met through it.
This process of budgeting, takes into
account the end result or the performance
of the developmental program thus insuring
cost effective and efficient planning.
Zero based budget
its clear advantage when the limited
resources are to be allotted carefully and
objectively. It is quite flexible in nature and
relies on rational methods, systematic
evaluation to reallocate resources and justify
the usage of funds

It relies on three aspects of understanding of the final outcome, the strategies formulated
to reach those final outcomes and the specific activities that were carried out to achieve
those outcomes. With a very detailed and objective analysis, this budgeting process is
very result oriented in its approach.