Public Administration Theories

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Public AdministrationPublic AdministrationTheoriesTheories

ByBy

Suvicha Pouaree, Ph.D.Suvicha Pouaree, Ph.D.



Original ParadigmOriginal Paradigm

((1887 1887 ± ± 19501950))



Original Paradigm (Original Paradigm (18871887 ± ± 19501950))

� Separation of administration from politics

� Woodrow Wilson: ³The Study of Administration´(1887)

� The science of administration is the latest fruit of thatstudy of the science of politics

� Developed countries should have good government,strong executive branch, efficient and rational bureaucratic system, good administration => ³it is

getting harder to run a constitution than to frameone´.




� PA studies are for recruiting high competence

and high quality state officers

� State officers must serve the public opinion� State officers are not passive instruments but

they desire to seek for new administrative

methods

� Public must understand PA in order to balancethe power with the state




� One rule of good administration for all governmentalike

� General theory of administration

� Politics is about laws-making and policy-making� Administration is about the implementation of laws

and policies

� Science of PA derives from the separation of

administration from politics, particularly in the macro politics




� Principles of good administration

± Centralization of power

± The higher the centralization of power, the moreresponsible of power

± Constitution is about the center of power, the political structure, laws-making, the control of executive branch

± Politics imposes administrative obligations, but thestudies of administration are beyond politicalscope




� Frank J. Goodnow: ³Politics and

Administration´ (1900)

� Government has two main duties: politicalduty such as policy-making (legislative and

judicial branches); and administration such as

implementation of state policy (executive

branch). These two obligations are separatedfrom each other (separation of power).




� Administration should not be under politics.

� PA study is about bureaucratic system and it is

a science that could be used anywhere.




� Leonard D. White: ³Introduction to the Studyof Public Administration´ (1926)

� PA is about the management of human andmaterials in order to achieve the state¶s goals.

� Politics should not intervene withadministration.

� Administration could be studied by usingscientific methodologies.




� PA is able to be a value-free subject. Administration

is about facts, while politics is about value (fact-value

dichotomy and politics-administration dichotomy)

� Objectives of administration are economy, and

efficiency

� State can adopt parts of business administration principles with the public administration.




� Max Weber: ³Bureaucracy´ (1922)

� A need to establish a rational basis for

organization and management of large-scaleundertaking such as state organizations.

� Bureaucracy means management by the office

or position rather than by a person or ³patrimonial´.




� Kinds of authority => three pure types of

legitimate authority

± Ration-legal authority => Rested on legality, or ³right´ of those elevated to authority to issue

commands => Bureaucracy is structured based on

such a legal domination. => Subordinates owe

obedience to the legally established hierarchy. It isobedience to the authority of an established

position or rank.




± Traditional authority => Rested on belief in the

sanctity of immemorial traditions and the

legitimacy of the status of those exercising

authority under them. Obedience is owed to the person who occupies the traditionally sanctioned position of authority. This type of authority is

seen by Weber as less efficient because leader is

not chosen on the basis of competence.




± Charismatic authority => Based on devotion to the

specific and exceptional sanctity, heroism, or

exemplary character of an individual person. =>

The leader is obeyed by virtue of the followers¶ personal trust and belief in the leader¶s powers or

revelations. Weber views this authority as tooemotional and irrational.




� Seven elements of bureaucracy

± The division of labor and authority andresponsibility are clearly defined for each member

and are legitimized as official duties; ± Offices or positions are organized in a hierarchy of

authority resulting in a chain of command or thescalar principle;

± All organizational members are selected on the basis of technical qualifications through formalexaminations or by virtue of training or education;




± Officials are appointed, not elected (with exceptional in

some cases of the chief of the whole unit, for example, an

elected public official);

± Administrative officials work for fixed salaries and arecareer officials.

± Administrative officials are not owners of the units they

administer;

± Administrators are subject to strict rules, discipline, and

control regarding the conduct of their official duties. These

rules and controls are impersonal and uniformly applied inall cases.




� Frederick Taylor: ³Scientific Management´ (1911)

� The old system of management is called the

management of initiative and incentive.

± The rule of thumb

± The systematic soldiering (delay of work for producing

less, and maintaining jobs)

± Labor mobilized by the labor union

± A freedom of working methods




± Management side not so much control and give

any assistances to workers

± Incentive is only way that management side used

for getting people working harder

± Problem of inefficient management system, not

human




� Science refers to observing, testing and finding one

best way

� According to the scientific management system, the

management sides are obligated as following:

± Replacing the rule of thumb with the scientific management

=> gathering knowledge and information on the rule of

thumb of workers; finding the one best method and

cheapest way; making them as rules or regulation or stepsof work; planning for tomorrow working method;




± The scientific selection of workers and then progressive development of workmen => to studycharacter, nature and performance of each worker

to find out his limitations, and possibility for development; train, teach or help this worker,giving him whatever it is possible, thoseopportunities for advancement which will finallyenable him to do the highest and most interesting

and most profitable class of work for which hisnatural abilities fit him (a continual study of theworkmen in which it might take months or years)




± Developing employees to work in accordance with

the scientific management

± Creating cooperative environment between

workers and management sides => appropriatequantity of tasks; bonus for the hard working

employee who also work according to the

scientific approach; supervising all working steps;

open chance for workers to suggest ways toimprove working methods;




� The most outstanding characteristic of the scientificmanagement is that it is able to be efficiently usedanywhere.

� Summary of Taylor¶s scientific managementapproach

± Science, not rule of thumb

± Harmony, not discord

± Cooperation, not individualism ± Maximum output, in place of restrict output

± The development of each man to his greatest efficiency and prosperity




� Mary Parker Follett, the political philosopher

� Democracy is the development of a social consciousness, notindividualism.

� Theory of government based on individual rights no longer hasa place in modern political theory.

� The new and true democracy is to build from smallneighborhood groups to community groups, to state groups, toa nation group, and eventually to an international group will.

� People could create a new social consciousness and livetogether peaceably in the ³world state´.




� Conflict resolution:

± Voluntary submission of one side => using of force or

power domination.

± Struggle and the victory of one side over the other => usingof force or power domination.

± Compromise => futile because it postpones the issues and

the true does not lie between the two sides.

± Integration => finding a solution that satisfies both sideswithout compromise and domination.




� The notions of boss and subordinate create barriers to

recognizing the commonality of interests. To

overcome this problem, Follett proposed to

depersonalize orders and shift obedience to the ³lawof situation´.

� The essence of good human relations is creating the

feeling of working with someone rather than working

under someone. It becomes ³power with´ versus³power over´.




� Employees elect representatives to shop or

work councils; these representatives then

participate in decision making and give theworker a voice in dealing with management

� Employee representation should not be a

struggle over who decide what and how the

profits are to be divided, but a step up towardattaining integration.




� Good administration is about coordination.

± Coordination as the reciprocal relating of all the

factors in a situation

± Coordination by direct contact of all the

responsible people concerned (not top-down

coordination and control)

± Coordination in the early stage ± Coordination as a continuing process




� Henri Fayol

� Management is a special study, apart from technicalmatters, that could be taught in schools and

universities as theory is developed and codified.� Managers need to have these qualifications: physical

qualities; mental qualities; moral qualities; generaleducation; special knowledge; experiences

� Elements of management: planning, organizing,command, coordination and control




� The manager who exercises command should:

± Have a thorough knowledge of personnel

± Eliminate the incompetent ± Be well versed in agreements binding the business

and its employees

± Set a good example

± Conduct periodic audits of the organization anduse summarized charts to further the audits




± Bring together the chief assistants by means of

conferences that provide for unity of direction and

focusing of effort

± Not become engrossed in detail

± Aim at making unity, energy, initiative, and loyalty prevail among the personnel




� Principles of management

± Division of labor

± Authority (formal authority and personal

authority): ³wherever authority is exercised,

responsibilities arise´

± Discipline deriving from good leaders, clear

agreements between management and labor regarding rules, and the judicious use of sanctions(penalties)




± Unity of command: ³For any action whatsoever an

employee should receive orders from one superior

only

± Unity of direction: ³one head and one plan for agroup of activities having the same objectives

± Subordination of individual interests to general

interest

± Remuneration (fair rewarding)

± Centralization depends on situation




± Scalar chain: ³the chain of superiors ranging fromthe ultimate authority to the lowest ranks´

± Order to ensure a place for everything and

everything in its place ± Equity results from kindliness and justice and

provides a principle for employee relations

± Stability of tenure of personnel: ³To provide for

orderly personnel planning and provision toreplace human resources´




± Initiative as a principle exhorted individuals to

display zeal and energy in all efforts

± Esprit de corps²stressing on building harmony

and unity within firm




� James D. Mooney and Alan C. Reiley

� Principles of management:

± Coordination or unity of command by delegation ± Hierarchy of command

± Division of labor by specialization

± Line operation and staff (of consultant unit)




� LutherH. Gulick and Lyndall Urwick

� Wherever many men are working together the bestresults are secured when there is a division of work among these men.

� The theory of organization has to do with thestructure of coordination imposed upon the work-division units of an enterprise.

� Two principles of coordination: coordination through

organization or structure of authority andcoordination through leadership.




� Coordination through organization

± Structure of authority within an organization

± Organizing executives

± Coordination of work units system




� Structure of authority

± Span of control: an appropriateness of numbers of

subordinates

± Unity of command: controlling and coordinating

by one chief only, not by committee

± Principle of homogeneity: bring all expertise to

work together for technical efficiency




� Organizing executives: ³The work of chief executive is POSDCORB´

± Planning

± Organizing

± Staffing

± Directing

± Coordinating ± Reporting

± Budgeting




� Coordinating of work units system

± Organizing on the basis of organizational purpose

or vertical organizing (bringing together different

expertise people)

± Organizing on the basis of working process or

horizontal organizing (bringing together the sameexpertise people)

± Organizing on the basis of clientele and materials

± Organizing on the basis of place



Public Administration:Public Administration:Challenged TheoriesChallenged Theories

First Identity Crisis (First Identity Crisis (19501950 ± ± 19601960))

ByBy

Suvicha PouareeSuvicha Pouaree




� Herbert Simon (1946): No management principles in

the real world

� Robert A. Dahl (1947): Each organization has its

own characteristics of members, social structure,culture, etc. Hence, there is no general management

principle that could be applied with all organizations.

� Dwight Waldo (1948): Major problem of

management principles is that it too much focuses oneconomy and efficiency




� Political scientists: Administration cannot beseparated from politics; Administration is actuallyabout politics.

� Sociologists: Bureaucratic theory could not be practiced within any organization.

� Management theorists: Scientific managementignores human behavior.

� Administrative scientists: decision-making in anuncertain environment should be the focus of PAstudy.




� Administration is politics

� Informal bureaucratic system

� Human relation theories� Administrative science



Administration is PoliticsAdministration is Politics




� Avery Leiserson and Frizt Morstein-Marx

(1946):

± Any changes in public budget and personnel are

political involvement.

± Public administrators are obligated to set plan for

implementing policy.

± Executive branch has to listen to interest groups,media and the public in general before making any policies




± Some public organizations are established by the

desires of interest groups.

± The survival of public organizations depends on

the supports from interest groups.

± What make public administration different from

private management is that there are more factors

to be considered such as political factors,technological factors, personnel factors, etc.




� James W. Fesler:

± Some public organizations are likely to be

independent from the executive branch domination

because they gain supports from interest groups.

� Don K. Price:

± Bureaucrats are obligated not only to implement

policies but also to make policies. They are able toexpress their ideas to support or against any policies.




� PaulHenson Appleby

� Public administration is actually about politics because it is a part of political process.

� PA is about governing. PA studies should not focuson how to create the most efficient administration, butthe policy-making and the power of political groups.

� The belief on the separation of administration from politics was made because those academics too much

followed the US constitution particularly on the³Separation of Power´. That made amisunderstanding that the civil service system must be neutral.




� Power to make policy actually belongs toevery branches.

� In reality, there is no separation of power.

� What make public administration differentfrom private management is the politicalinvolvement. The decision-making of

executive branch and public administrators isthe government¶s action on behalf of the people.




� Public administration is the last step in the

political process so that the administrative

process will be related with interest groups.

� Public administrators must act not only as

public service experts but also politicians. The

higher the positions of administrators, the

more they become politicians.




� The art of PA is about organizing bureaucratic

hierarchy under the political environment.

Administrators in this hierarchical structure

receive demands from people and then make

decision on policy issues. Hence,

administration is about politics and PA study is

to seek for the administrative system thatcould perform the best political roles.




� Administrative system must be responsible to the

society through ³administrative pluralism´. That

means a making of cooperation between democracy

(interest groups) and bureaucracy (publicadministrators)

� Administrative platonism or qualifications of

administrators: => having responsibility; capable of

personnel management and communication;resources finding and utilizing; teamwork and problems solver; confidence and initiative.




� Norton E. Long:

� Power is similar to blood of the organization that is

spread throughout the organization.

� Bureaucratic system is not able to be separated from

politics because of the weak political party structure

and uncertainty in policy direction.

� Public administrators must consider political factors before making a decision in administration.



Informal BureaucraticInformal BureaucraticSystemSystem



Informal Bureaucratic SystemInformal Bureaucratic System

� Basic assumption:

� Bureaucratic organization is not always efficient.

� Bureaucratic organizational structure is not necessary

a factor affecting the successful organization. But

behavior and informal relationship of organization¶s

members are to make the efficient organization.

� Bureaucratic organizational structure will lead to goal

displacement, dysfunctional and unanticipatedconsequences.




� Robert Michel: ³Political Parties´ (1962)

� Goal displacement phenomenon:

± Attempts to maintain status quo of the leader ± Leader tries to increase power for his/her own sake

by controlling subordinates and exploiting

organizational mechanism

± Utilizing ³Iron Law of the Oligarchy´ ± Example of the Socialist Party and the Labor

Union in UK before the World War II




� RobertMerton

� Goal displacement phenomenon

± Deriving from low rank official

± Bureaucratic system creates behavior of the organization¶smembers => Too much rely on rules and regulations andviewing them as objectives, not means to achieveorganizational objectives.

± Bureaucrats lack flexibility and stress on state policies

rather than on public service delivery ± Bureaucratic organizational structure help controlling

official but leads to poor service delivery




� Alvin N. Gouldner: ³Patterns of Industrial

Bureaucracy´ (1954)

� Formal management system like bureaucratic theory

leads to conflict between bosses and subordinates,and the wider gap between these two groups.

� Philip Selznick : ³T.V.A. and the Grass Roots´

(1949)

� Goal displacement derives from conservativecharacteristics of the bureaucratic organization




� Michel Crozier: ³The Bureaucratic Phenomenon´(1964)

� Bureaucratic pathology (declining) derives from rules

and regulations of the organization� The more rules and regulations the less enthusiastic

the workers have

� Problem of centralization of power

� Problem of inefficient communication� Problem of conflicts between workers

� Culture is an impact affecting workers¶ behavior



Human Relation TheoriesHuman Relation Theories




� Hawthorne Studies by EltonMayo

± An assessment of the impact of working conditions(temperature, light, noise) on the motivation and

hence the productivity of individuals. ± Social norm, not physical factor, affect the

workers¶ performances

± Workers¶ behaviors are determined by reward and

penalty system, not economic returning. ± Group is an important factor affecting individuals¶

performance.




± The individuals¶ perceptions of the significant of

works directly affect the production.

± Organizational culture is related to the production

standards. ± Implication for project management => Manager

should learn what are individuals¶ motivations




� Criticism on Hawthorne Study

± Conflicts might have a positive result

± Hawthorne study did not profoundly consider the

workers¶ feeling such as class, power, etc.

± Hawthorne study is not different from scientific

management approach that focuses on top-down

management ± Hawthorn study might have problems of research

methodologies




� AbrahamMaslow: ³Hierarchy of NeedsTheory´ (1954)

� Individuals will have basic requirements to be

content at one level. Once these are met on anongoing basis, their needs move to the nextlevel, and so on.

� Hence, in order to motivate workers to have a better performance, manager must try to fulfilltheir needs step by step




� There are five levels of individuals¶ needs =>

physiological needs; safety needs; belonging

needs (social needs); needs for self-esteem and

respect; self-actualization. Each individualswill have their own need hierarchies.




� Physiological needs => food, shelter, relief from pain, etc.

� Safety needs => the needs for freedom from

threats²including physical and economicthreats.

� Social needs => to belong to a social group, or a recognizable team--something that will givethem an identity²the need for friendship,affiliation, interaction and love.




� Need for self-esteem and respect => the

thoughts of others about an individual counting

in their own self-image; the freedom and self-

respecting

� Self-actualization => the need to fulfill oneself

by making maximum use of abilities, skills and

potentials; the individuals¶ achievement




� Frederick Herzberg: ³Two-Factor Theory of

Motivation´ or ³Motivation-Hygiene Theory´ (1959)

± The two factors are called dissatisfactions-satisfactions or

hygiene-motivators or extrinsic-intrinsic factors. ± The job context is a set of extrinsic conditions which result

in dissatisfaction among employees when condition are not

present.

± If the set of extrinsic conditions are present, this does notnecessarily motivate employees.




± These conditions are the dissatisfactions or

hygiene factors, since they are needed to maintain

at least a level of ³no dissatisfaction´.

± Hygiene factors are: salary, job security, workingconditions, status, company procedures, quality of

technical supervision, quality of interpersonal

relations among peers, with the superiors and with

subordinates




± The job content is a set of intrinsic conditions--when present in the job, build strong levels of motivation that can result in good job performance.

± If these intrinsic conditions are not present, they donot prove highly dissatisfying.

± Satisfactions or motivators are: achievement,recognition, responsibility, advancement, the work itself, the possibility of growth.

± Motivators are positive, while hygiene factors arenegative.




� DouglassMcGregor: ³The Human Side of

Enterprise´ or ³Theory X and theory Y´

(1960)

� Theory X and Theory Y are ways to motivate

workers.

� Theory X is to fulfill workers¶ physical and

safety demands, but has not much to do withworkers¶ demand on social status.




� Theory X

± Management side is obligated to prepare organizational

components; to control and motivate workers; to change

workers¶ behavior to cope with the demand of the

organization

± Natural characteristics of human are lazy, having no

enthusiastic, lack of leadership, selfish, headstrong to any

changes, unwise and easy to be deceived

± Motivation must comprise of both reward and penalty.

± Workers tend to adapt themselves to cope with Theory X inorder to satisfy management side.




� Theory Y

± Management side is obligated to prepareorganizational components

± Natural characteristics of human is not lazy but

his/her experience within an organization makes

him/her become lazy person

± Human is responsible person and like to bedeveloped, so that the management side needs not

to motivate them on these matters.




± Management side should focus on how to make

workers maximum use of their potential, setting

working condition to cope with workers¶ personal

demands, and making workers¶ personal demandsto become organizational objective




� Chris Argryis: ³Personality and Organization´

(1957)

� Human with a good mental health must be

maturation: from lazy to enthusiastic person; fromdependent to independent person; from simply to

complex behavior; from unstable to stable person;

from today¶s expectation to long terms expectation;

from subordinate to boss behavior; and fromuncontrollable to self-controllable person




� The bureaucratic organization structure is an obstacle

to the human development because it makes the

workers to only follow the bosses¶ demands

� In the long terms²under the bureaucraticorganization structure²bosses will have less

enthusiastic because of inefficient organization

� The ways to solve the problem are to push for

maturation of workers, to reduce controlling system,and to encourage democracy in the organization.



Administrative ScienceAdministrative Science




� Chester I. Barnard: ³The Function of

Executive´

� Against notion on people joining organization

only because they need an economic return. In

fact, they want other types of returns also such

as political, religion, educational returns, etc.

� Authority is not only about state and religion but it is also about organization.




� Theory of formal organization: Organization is a

system of consciously coordinated activities or forces

of two or more persons. The system is to be treated

as a whole because each part is related to every other part included in it in a significant way.

� System (organization) contains three universal

elements:

± Willingness to cooperate;

± Common purpose;

± Communication




� Willingness to cooperate is indispensable, thefirst universal element of all organizations, andit means ³self-abnegation (renouncing), the

surrender of control of personal conduct, thedepersonalized of personal actions. Peoplehave to be willing to contribute to a system¶sobjectives; but the intensity and timing of this

willingness fluctuated, since it is based on thesatisfaction or dissatisfaction experienced or anticipated by organizational members.




� In order to secure the willingness to cooperate,

the economy of incentives must be provided.

This consists of two parts:

± Offering objective incentives (money, non-

materials, associations, participation.

± Changing subjective attitudes through persuasion.




� If cooperation is successful, the goal is attainedand the system is effective.

� Cooperative efficiency is the result of

individuals¶ efficiencies since cooperation isonly to satisfy individual motives. Efficiencyis the degree to which individual motives aresatisfied, and only the individual could

determine whether or not this condition is being met.




� The executive has to inculcate (train or teach)

members with the common purpose or objective of

the organization. It is not necessarily what the

purpose means personally to the members, but whatthey perceived as its meaning to the organization as a

whole. People contribute not because their personal

motives are the same as the organization¶s, but

because they felt that personal satisfaction wouldcome from accomplishing the purpose of theorganization.




� All activity is based on communication with these

three principles:

± Channels of communication should be definitely known;

± Objective authority requires a definite formal channel of communication to every member of an organization, that is

everyone must report to or be subordinated to someone;

± The line of communication must be as direct or short as

possible in order to speed communications and reducedistortions caused by transmission through many channels.




� The survival of an organization depends on

executive¶s capabilities. There are three

executive functions:

± To provide system of communication. Executive

has to define organization¶s duties, clarify lines of

authority and responsibility, and consider bothformal and informal means of communication.




± To promote the securing of essential personal

efforts. This is to bring people into cooperative

relationship and elicit their contributions to the

organization. This is largely about recruiting andselecting of personnel. In addition, it is about

maintenance of these variables: morale; scheme of

inducements (persuasion); schemes of deterrents

(preventing) such as supervision, control,inspection, education, and training which could

ensure the viability of the cooperative system.




± To formulate and define purpose of theorganization including the functions of decision-making and delegation on responsibilities andauthority within cooperative system so that

individuals would know how they contribute to theend sought. The executive needs to adaptorganization¶s purpose to cope with the changingenvironmental factors. This needs to have strategic

factors that would create the set or system of conditions necessary to accomplish theorganization¶s purposes.




� Authority is the character of communication(order) in a formal organization by virtue of which it is accepted by a contributor to or

member of the organization as governing theaction he contributes.

� Authority has two aspects:

± Personal subjective acceptance of a

communication as being authoritative ± The objective, formal character of communication




� Individuals need to assent to authority and willdo so if four conditions are met:

± They understand the communicated order;

± They believe that the order is consistent with the purpose of the organization at the time of their decision;

± They believe that the order is compatible with the

personal interests as a whole; ± They are mentally and physically able to comply

with the order.




� The organizational decision-making comprises of twoelements:

± Theory of opportunism (forecasting): Organization cannotcontrol all factors in the organization, the decision-making

then is based on strategic factors. These strategic factorsare to become organizational objectives and these factorshelp forecasting the future of the organization by using pastexperiences.

± Moral process means the decision-making based on

attitudes, values, ideology, expectation, emotion of humanwhich are made through physical, biological and socialfactors.

d i i i id i i i i




� Herbert A. Simon: ³Administrative Behavior´

� Simon applied Barnard¶s idea to develop PA theories:

± Organizational members are not robots so that the incentive

to make people work, stay with and loyalty to theorganization is important.

± People need not only economic return, but also other types

of return.

± People have limitations in their decision-makings ± Zone of acceptance on authority

Ad i i i S iAd i i i S i




� There must be mechanism for viewingorganization such as special words to explain aboutthe organization

� Problems of administrative principles

± The conflicts of administrative principles between the spanof control and hierarchy (communication problems); andspecialization and unity of command (problems of toomany similar expertise working together)

± The problem of organization based on purpose, process,

clients and places ± Administrative principles do not identify which type of organization is suitable to which situation.





� Administrative theories could be developed as

followings:

± Making varieties of conceptual framework to

explain administrative phenomena

± Studying more on rational administration

± Studying more on organization





� Decision-making is the heart of PA:

Administrative theory is about rational and

irrational of human. However, rational

decision-making is an ideology and it is rarelyfound in the real world.

� In order to make decision, decision-maker

must have: priority of objective; alternativestrategies; knowledge.





� Mechanism of decision-making:

± Mechanism of behavior-persistence: whatever human used

to do it, he/she will continue to do it in order to save cost

± Mechanism of behavior-initiative. This case is aboutexternal factor, not individual factor. Organization is able

to influence the members¶ decision-making by imposing:

scope of work; working rules and regulations; hierarchy;

information for communication; and training course for

workers to work in accordance with the organizationalobjectives.

Ad i i t ti S iAd i i t ti S i




� The decision on organizational objectives

� The decision can be divided into: final goal

(value or ethical judgments) and factual

judgment (fact)

� The decision-making within an organization is

about hierarchy in which the executive will

make a final judgment and the workers willmake a factual judgment.





� Incentives for making people loyalty to the

organization

� There are three types of incentives for making

people loyalty to the organization:

± Organizational objectives

± Working incentives such as money, non-materials,

association, progressiveness ± Organizational growth





� Relationship between boss and subordinates

� Administration is an arts.

� The right decision depends on supervisory staff,

while the achievement of work depends on operationstaff

� There should be the vertical specialization because it

helps coordination within an organization:

(procedural coordination²organizational level--and

substantive coordination²individual level)





� Boss should try to have an influence over his/her subordinates:

± making organizational loyalty and efficiency

± training workers for creating decision premises ± Morally Utilization of power²to utilize power

within the zone of acceptance.

± Power is utilized for coordination between

members, making workers responsible to their jobs, and creating division of labor based onspecialization.





� In order to solve the problem of disunity of

command, the scope of power should be

functional or hierarchical. Power could be

made both in vertical and horizon lines.

� Communication could help convincing

members to perform efficiently. It could be

both formal and informal approaches.� PA is a multidisciplinary.



THE END

Public Administration Theories

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