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1. Public Administration Theories By
Suvicha Pouaree, Ph.D.
2. Original Paradigm (1887 – 1950)
3. Original Paradigm (1887 – 1950) Separation of administration from politics
Woodrow Wilson: “The Study of Administration” (1887)
The science of administration is the latest fruit of that study of the science of politics
Developed countries should have good government, strong executive branch, efficient and rational bureaucratic system, good administration => “it is getting harder to run a constitution than to frame one”.
4. Original Paradigm (1887 – 1950) 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 balance the power with the state
5. Original Paradigm (1887 – 1950) One rule of good administration for all government alike
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
6. Original Paradigm (1887 – 1950) Principles of good administration
Centralization of power
The higher the centralization of power, the more responsible of power
Constitution is about the center of power, the political structure, laws-making, the control of executive branch
Politics imposes administrative obligations, but the studies of administration are beyond political scope
7. Original Paradigm (1887 – 1950) All governments must have similar administrative structures
Hierarchy, and specialization of state official
Hierarchy in the state organization brings about efficiency
Good administration will lead to the development of civilization and the human social welfare
8. Original Paradigm (1887 – 1950) Frank J. Goodnow: “Politics and Administration” (1900)
Government has two main duties: political duty such as policy-making (legislative and judicial branches); and administration such as implementation of state policy (executive branch). These two obligations are separated from each other (separation of power).
9. Original Paradigm (1887 – 1950) Administration should not be under politics.
PA study is about bureaucratic system and it is a science that could be used anywhere.
10. Original Paradigm (1887 – 1950) Leonard D. White: “Introduction to the Study of Public Administration” (1926)
PA is about the management of human and materials in order to achieve the state’s goals.
Politics should not intervene with administration.
Administration could be studied by using scientific methodologies.
11. Original Paradigm (1887 – 1950) 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.
12. Original Paradigm (1887 – 1950) Max Weber: “Bureaucracy” (1922)
A need to establish a rational basis for organization and management of large-scale undertaking such as state organizations.
Bureaucracy means management by the office or position rather than by a person or “patrimonial”.
13. Original Paradigm (1887 – 1950) Kinds of authority => three pure types of legitimate authority
Ration-legal authority => Rested on legality, or “right” 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 is obedience to the authority of an established position or rank.
14. Original Paradigm (1887 – 1950) 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.
15. Original Paradigm (1887 – 1950) 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 too emotional and irrational.
16. Original Paradigm (1887 – 1950) Seven elements of bureaucracy
The division of labor and authority and responsibility 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 the scalar principle;
All organizational members are selected on the basis of technical qualifications through formal examinations or by virtue of training or education;
17. Original Paradigm (1887 – 1950) 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 are career 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 in all cases.
18. Original Paradigm (1887 – 1950) Frederick Taylor: “Scientific 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
19. Original Paradigm (1887 – 1950) 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
20. Original Paradigm (1887 – 1950) 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 steps of work; planning for tomorrow working method;
21. Original Paradigm (1887 – 1950) The scientific selection of workers and then progressive development of workmen => to study character, 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, those opportunities for advancement which will finally enable him to do the highest and most interesting and most profitable class of work for which his natural abilities fit him (a continual study of the workmen in which it might take months or years)
22. Original Paradigm (1887 – 1950) Developing employees to work in accordance with the scientific management
Creating cooperative environment between workers and management sides => appropriate quantity 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 to improve working methods;
23. Original Paradigm (1887 – 1950) The most outstanding characteristic of the scientific management is that it is able to be efficiently used anywhere.
Summary of Taylor’s scientific management approach
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
24. Original Paradigm (1887 – 1950) Mary Parker Follett, the political philosopher
Democracy is the development of a social consciousness, not individualism.
Theory of government based on individual rights no longer has a place in modern political theory.
The new and true democracy is to build from small neighborhood groups to community groups, to state groups, to a nation group, and eventually to an international group will.
People could create a new social consciousness and live together peaceably in the “world state”.
25. Original Paradigm (1887 – 1950) Conflict resolution:
Voluntary submission of one side => using of force or power domination.
Struggle and the victory of one side over the other => using of 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 sides without compromise and domination.
26. Original Paradigm (1887 – 1950) 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 “law of situation”.
The essence of good human relations is creating the feeling of working with someone rather than working under someone. It becomes “power with” versus “power over”.
27. Original Paradigm (1887 – 1950) Employees elect representatives to shop or work councils; these representatives then participate in decision making and give the worker 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 toward attaining integration.
28. Original Paradigm (1887 – 1950) 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
29. Original Paradigm (1887 – 1950) Henri Fayol
Management is a special study, apart from technical matters, 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; general education; special knowledge; experiences
Elements of management: planning, organizing, command, coordination and control
30. Original Paradigm (1887 – 1950) 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 and use summarized charts to further the audits
31. Original Paradigm (1887 – 1950) 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
32. Original Paradigm (1887 – 1950) Principles of management
Division of labor
Authority (formal authority and personal authority): “wherever 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)
33. Original Paradigm (1887 – 1950) Unity of command: “For any action whatsoever an employee should receive orders from one superior only
Unity of direction: “one head and one plan for a group of activities having the same objectives
Subordination of individual interests to general interest
Remuneration (fair rewarding)
Centralization depends on situation
34. Original Paradigm (1887 – 1950) Scalar chain: “the chain of superiors ranging from the 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: “To provide for orderly personnel planning and provision to replace human resources”
35. Original Paradigm (1887 – 1950) Initiative as a principle exhorted individuals to display zeal and energy in all efforts
Esprit de corps—stressing on building harmony and unity within firm
36. Original Paradigm (1887 – 1950) 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)
37. Original Paradigm (1887 – 1950) Luther H. Gulick and Lyndall Urwick
Wherever many men are working together the best results are secured when there is a division of work among these men.
The theory of organization has to do with the structure of coordination imposed upon the work-division units of an enterprise.
Two principles of coordination: coordination through organization or structure of authority and coordination through leadership.
38. Original Paradigm (1887 – 1950) Coordination through organization
Structure of authority within an organization
Organizing executives
Coordination of work units system
39. Original Paradigm (1887 – 1950) 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
40. Original Paradigm (1887 – 1950) Organizing executives: “The work of chief executive is POSDCORB”
Planning
Organizing
Staffing
Directing
Coordinating
Reporting
Budgeting
41. Original Paradigm (1887 – 1950) 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 same expertise people)
Organizing on the basis of clientele and materials
Organizing on the basis of place
42. Public Administration:Challenged TheoriesFirst Identity Crisis (1950 – 1960) By
Suvicha Pouaree
43. First Identity Crisis (1950 – 1960) 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 on economy and efficiency
44. First Identity Crisis (1950 – 1960) Political scientists: Administration cannot be separated from politics; Administration is actually about politics.
Sociologists: Bureaucratic theory could not be practiced within any organization.
Management theorists: Scientific management ignores human behavior.
Administrative scientists: decision-making in an uncertain environment should be the focus of PA study.
45. First Identity Crisis (1950 – 1960) Administration is politics
Informal bureaucratic system
Human relation theories
Administrative science
46. Administration is Politics
47. Administration 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
48. Administration is Politics 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.
49. Administration is Politics 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 to express their ideas to support or against any policies.
50. Administration is Politics Paul Henson Appleby
Public administration is actually about politics because it is a part of political process.
PA is about governing. PA studies should not focus on how to create the most efficient administration, but the 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 the “Separation of Power”. That made a misunderstanding that the civil service system must be neutral.
51. Administration is Politics Power to make policy actually belongs to every branches.
In reality, there is no separation of power.
What make public administration different from private management is the political involvement. The decision-making of executive branch and public administrators is the government’s action on behalf of the people.
52. Administration is Politics 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.
53. Administration is Politics 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 that could perform the best political roles.
54. Administration is Politics Administrative system must be responsible to the society through “administrative pluralism”. That means a making of cooperation between democracy (interest groups) and bureaucracy (public administrators)
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.
55. Administration is Politics 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.
56. Informal Bureaucratic System
57. Informal 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 unanticipated consequences.
58. Informal Bureaucratic System Robert Michel: “Political 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 “Iron Law of the Oligarchy”
Example of the Socialist Party and the Labor Union in UK before the World War II
59. Informal Bureaucratic System Robert Merton
Goal displacement phenomenon
Deriving from low rank official
Bureaucratic system creates behavior of the organization’s members => Too much rely on rules and regulations and viewing them as objectives, not means to achieve organizational 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
60. Informal Bureaucratic System Alvin N. Gouldner: “Patterns 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: “T.V.A. and the Grass Roots” (1949)
Goal displacement derives from conservative characteristics of the bureaucratic organization
61. Informal Bureaucratic System Michel Crozier: “The 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
62. Human Relation Theories
63. Human Relation Theories Basic assumption:
Attacking on scientific management approach that lacking of consideration on human factors
Human does not always want only economic return.
Informal relationship is significant to the efficient and effective performance of the workers
Two levels of analysis: Group analysis and individual analysis
64. Human Relation Theories Hawthorne Studies by Elton Mayo
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.
65. Human Relation Theories 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
66. Human Relation Theories 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
67. Human Relation Theories Abraham Maslow: “Hierarchy of Needs Theory” (1954)
Individuals will have basic requirements to be content at one level. Once these are met on an ongoing basis, their needs move to the next level, and so on.
Hence, in order to motivate workers to have a better performance, manager must try to fulfill their needs step by step
68. Human Relation Theories There are five levels of individuals’ needs => physiological needs; safety needs; belonging needs (social needs); needs for self-esteem and respect; self-actualization. Each individuals will have their own need hierarchies.
70. Human Relation Theories Physiological needs => food, shelter, relief from pain, etc.
Safety needs => the needs for freedom from threats—including physical and economic threats.
Social needs => to belong to a social group, or a recognizable team--something that will give them an identity—the need for friendship, affiliation, interaction and love.
71. Human Relation Theories 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
72. Human Relation Theories Frederick Herzberg: “Two-Factor Theory of Motivation” or “Motivation-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 not necessarily motivate employees.
73. Human Relation Theories These conditions are the dissatisfactions or hygiene factors, since they are needed to maintain at least a level of “no dissatisfaction”.
Hygiene factors are: salary, job security, working conditions, status, company procedures, quality of technical supervision, quality of interpersonal relations among peers, with the superiors and with subordinates
74. Human Relation Theories 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 do not prove highly dissatisfying.
Satisfactions or motivators are: achievement, recognition, responsibility, advancement, the work itself, the possibility of growth.
Motivators are positive, while hygiene factors are negative.
75. Human Relation Theories Douglass McGregor: “The Human Side of Enterprise” or “Theory 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 with workers’ demand on social status.
76. Human Relation Theories 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 in order to satisfy management side.
77. Human Relation Theories Theory Y
Management side is obligated to prepare organizational 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 be developed, so that the management side needs not to motivate them on these matters.
78. Human Relation Theories 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 demands to become organizational objective
79. Human Relation Theories Chris Argryis: “Personality and Organization” (1957)
Human with a good mental health must be maturation: from lazy to enthusiastic person; from dependent 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 from uncontrollable to self-controllable person
80. Human Relation Theories 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 terms—under the bureaucratic organization structure—bosses 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.
81. Administrative Science
82. Administrative Science Chester I. Barnard: “The 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.
83. Administrative Science 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
84. Administrative Science Willingness to cooperate is indispensable, the first universal element of all organizations, and it means “self-abnegation (renouncing), the surrender of control of personal conduct, the depersonalized of personal actions. People have to be willing to contribute to a system’s objectives; but the intensity and timing of this willingness fluctuated, since it is based on the satisfaction or dissatisfaction experienced or anticipated by organizational members.
85. Administrative Science 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.
86. Administrative Science If cooperation is successful, the goal is attained and the system is effective.
Cooperative efficiency is the result of individuals’ efficiencies since cooperation is only to satisfy individual motives. Efficiency is the degree to which individual motives are satisfied, and only the individual could determine whether or not this condition is being met.
87. Administrative Science 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 what they 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 would come from accomplishing the purpose of the organization.
88. Administrative Science 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 reduce distortions caused by transmission through many channels.
89. Administrative Science 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 both formal and informal means of communication.
90. Administrative Science 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 and selecting 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.
91. Administrative Science To formulate and define purpose of the organization including the functions of decision-making and delegation on responsibilities and authority within cooperative system so that individuals would know how they contribute to the end sought. The executive needs to adapt organization’s purpose to cope with the changing environmental factors. This needs to have strategic factors that would create the set or system of conditions necessary to accomplish the organization’s purposes.
92. Administrative Science 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 the action he contributes.
Authority has two aspects:
Personal subjective acceptance of a communication as being authoritative
The objective, formal character of communication
93. Administrative Science Individuals need to assent to authority and will do 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.
94. Administrative Science The organizational decision-making comprises of two elements:
Theory of opportunism (forecasting): Organization cannot control all factors in the organization, the decision-making then is based on strategic factors. These strategic factors are to become organizational objectives and these factors help forecasting the future of the organization by using past experiences.
Moral process means the decision-making based on attitudes, values, ideology, expectation, emotion of human which are made through physical, biological and social factors.
95. Administrative Science Herbert A. Simon: “Administrative 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 the organization 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
96. Administrative Science There must be mechanism for viewing organization such as special words to explain about the organization
Problems of administrative principles
The conflicts of administrative principles between the span of control and hierarchy (communication problems); and specialization and unity of command (problems of too many 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.
97. Administrative Science 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
98. Administrative Science 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 rarely found in the real world.
In order to make decision, decision-maker must have: priority of objective; alternative strategies; knowledge.
99. Administrative Science 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 about external 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 organizational objectives.
100. Administrative Science 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 will make a factual judgment.
101. Administrative Science 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
102. Administrative Science Relationship between boss and subordinates
Administration is an arts.
The right decision depends on supervisory staff, while the achievement of work depends on operation staff
There should be the vertical specialization because it helps coordination within an organization: (procedural coordination—organizational level--and substantive coordination—individual level)
103. Administrative Science 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 power—to 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 on specialization.
104. Administrative Science 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.
