Introduction to Public Administration

 Overview: Public administration is a field that encompasses diverse approaches reflecting

varying perspectives on government roles, management, and public service.

 Modern Practice: Today's administrators incorporate many practices, principles, and techniques
derived from historical concepts and experiences, shaping different theories about how
administration should be carried out.

1. The Classical Approach

 Background: Developed during the Industrial Revolution when new problems related to the
factory system emerged.

 Focus: Managers were seeking effective ways to address labor and productivity issues.

 Development: The classical management theory arose from efforts to find the “one best way” to
perform and manage tasks.

 Branches:

o Classical Scientific Management

o Classical Administrative Management

Scientific Management

 Introduction: A systematic study of the relationships between people and tasks aimed at
redesigning work processes for higher efficiency.

 Proponent: Frederick Taylor, known as the Father of Scientific Management.

 Key Contributions:

o Taylor advocated replacing informal "rule of thumb" methods with precise procedures
based on careful study of tasks.

o He conducted time and motion studies at Bethlehem Steel to optimize task

performance, significantly improving efficiency.

 Other Contributors:

o Frank and Lillian Gilbreth

o Robert Owen

o Charles Babbage

o Adam Smith

o Henry C. Gantt

Evolution of Scientific Management

  Context: Originated in the late 19th century during the industrial revolution.

 Shifts:

o From small-scale craft production to large-scale mechanized manufacturing.

o Focus on enhancing efficiency in the worker-task mix due to emerging social problems
among factory workers.

o Efforts to better satisfy customer needs through improved organizational management.

Frederick Taylor’s Theory of Scientific Management (1856-1915)

 Innovations:

o Through studies conducted in 1898, Taylor found that proper techniques could increase
worker output from 12.5 tons to 47.5 tons per day at Bethlehem Steel.

o Introduced redesigned tools to increase efficiency and minimize waste.

Principles of Scientific Management

1. Science, Not Rule of Thumb:

o Emphasizes increasing organizational efficiency through scientific analysis rather than

traditional methods.

2. Mental Revolution:

o Advocates for a change in attitude between management and workers, promoting

mutual understanding, participation, and cooperation.

Followers of Taylor

1. Robert Owen

o Known as the Father of Personnel Management.

o Believed that a worker's performance is influenced by the total environment in which

they work.

o Introduced new ideas of human relations aimed at improving productivity, such as:

 Providing better housing for workers.

 Reducing working hours.

 Implementing rest pauses.

 Training workers.

 Educating workers’ children.

2. Charles Babbage
 o A British mathematics professor at Cambridge University.

o Contributed to the introduction of scientific methods to management through:

 Advocating for the principle of division of labor.

 Work measurement.

 Optimum utilization of machines.

 Cost reduction.

 Wage incentives.

Classical Organizational Theory

 Administrative Management Theory

o Emphasizes the role of the manager and the functions of management.

o Focuses on managing the total organization rather than individuals.

o Stipulates how organizations should be structured and managed, including the necessary
management functions.

o Major proponents include Henry Fayol and Max Weber.

Key Theories in Classical Administrative Management

1. Henry Fayol’s Administrative Theory

o Henry Fayol (1841-1925), known as the Father of Modern Management, was a French
industrialist who developed a framework for studying management.

o Identified specific management functions:

1. Planning

2. Organizing

3. Leading

4. Controlling

o Developed 14 universal principles of management.

o His lessons emphasized that management:

 Can be divided into interdependent functions (departments).

 Is a continuous and largely logical process.

 Should focus on the specified functions which are central objectives for modern
managers.

2. Max Weber’s Theory of Bureaucracy

 o Max Weber (1864-1920), a German sociologist known as the Father of Modern
Sociology.

o Developed the concept of bureaucracy as a formal system of organization and

administration designed to ensure efficiency and effectiveness.

Human Relations Approach in Management

 Administrators must focus on the social needs of employees to enhance productivity,

incorporating:

1. Team-based approaches to boost productivity.

2. Participative decision-making.

3. Improvement of employee welfare at the workplace.

4. Open and honest communication.

5. Acceptance of informal groups at workplaces.

6. Provision of a harmonious work environment.

7. Building a positive supportive leadership culture.

Behavioral Approach

 Contributors: Notable figures like Abraham Maslow, Douglas McGregor, Chris Argyris, and
Frederick Herzberg.

 Focus: Conducting scientific studies on human behavior in diverse environmental settings.

 Key Aspect: Behavioral theories view the workplace as a social environment and focus on
enhancing productivity by addressing motivational factors for employees.

Douglas McGregor’s Theory X and Theory Y

 Background: Douglas McGregor was a management professor at MIT during the 1950s and
1960s.

 Concept: In his 1960 book, The Human Side of Enterprise, McGregor proposed two contrasting
theories about how managers perceive and motivate employees:

o Theory X: Assumes that employees are naturally unmotivated and dislike work, thus
managers must closely supervise, control through reward and punishment.

o Theory Y: Assumes that employees are self-motivated and enjoy their labor, thus
managers should offer more freedom and create a conducive organizational
environment to stimulate further motivation.

Abraham Maslow’s Hierarchy of Needs (1954)

 Abraham Maslow: An American psychologist who developed Maslow's hierarchy of needs.

  Theory: Employees are motivated by a hierarchy of needs that they strive to satisfy, from basic
physiological needs to higher-level self-actualization.

 Discussion Point: Consider the implications of this theory for public administration.

 Question for Reflection:

o What are the potential limitations of Maslow’s theory in the context of public
administration?

7. New Public Management (NPM) Approach

 Origin: Introduced by scholars in the UK during the 1980s.

 Key Features:

o Advocates for applying private sector management techniques to the public sector.

o Emphasizes results-oriented management, accountability, performance measurement,

and customer service.

o Often includes decentralization, outsourcing, and adopting a market-oriented

perspective.

8. Public Value Management Approach

 Development: Developed in response to the limitations of the NPM.

 Focus: Aims to create public value through government actions.

 Approach:

o Emphasizes the role of public administrators as facilitators and collaborators.

o Involves working with various stakeholders to address complex social issues.

 Key Advocate: Mark Moore.

9. Collaborative Governance Approach

 Principle: Highlights the importance of collaboration among government, private sector, and civil
society organizations.

 Objective: To tackle complex public problems through partnerships, networks, and shared
governance structures.

 Recognition: Acknowledges the necessity for multi-sectoral engagement and collective problem-
solving.

10. Post-Modern/Contingency Approach

 Proponents: Notable figures include Burns and Stalker, Fred Fiedler.

 Challenges:
 o Questions traditional and modernist views of public administration.

o Calls for a flexible, adaptive, and responsive approach to governance.

 Key Concepts: Emphasizes the complexity, ambiguity, and socially constructed nature of public
administration.

 Philosophy: Assumes no single best way to administer, underlining the need for flexibility to
adapt to environmental changes.

Neoclassical Models in Public Administration

 Rule of Law:

o Foundation for all administrative decisions.

o Ensures equal treatment under the law and accountability.

 Dualism:

o Differentiates between public and private issues.

o Promotes efficiency guided by rules and administrative mechanisms.

 Citizenship:

o Emphasizes rights and obligations of citizens under the law.

o Recognizes the evolving concept of global citizenship.

 Public Interest:

o Describes public interest as a collective enterprise involving multiple actors.

o Stresses the need for coordinated measures supported by citizens to meet societal
demands.

Comparing Classical and Neoclassical Approaches

 Focus:

o Classical: Functions and economic demands of workers.

o Neoclassical: Emotion and human qualities of work.

 Structure of Organization:

o Classical: Impersonal and mechanistic.

o Neoclassical: Social system.

 Management Style:

o Classical: Autocratic management with strict rules.

o Neoclassical: Democratic processes.

 Emphasis:

o Classical: Discipline and rationality.

o Neoclassical: Personal security and social demands.

 Work Goals:

o Classical: Maximum remuneration and rewards.

o Neoclassical: Attainment of organizational goals.

 View on Workers:

o Classical: Focus on economic well-being.

o Neoclassical: Focus on social well-being.

 Nature of Relations:

o Classical: Formal.

o Neoclassical: Informal.

 Nature of Organization:

o Classical: Mechanistic.

o Neoclassical: Organic.