PUBLIC ADMINISTRATION Is there a Phil PA?

By Brillantes & Fernandez.

What is Public Administration?
- consists of all those operations
having for their purpose the
fulfilment or enforcement of
public policy. (White)
- consists of getting the work of
government done by
coordinating the efforts of people
so that they can work together to
accomplish their set tasks.
(Pfiffner)
- is the action part of government,
the means by which the purposes
and goals of government are
realized. (Corson & Harris)
- concerned with what and how
of the government. The what is
the subject matter, the technical
knowledge of a field, which
enables the administrator to
perform his tasks. The how is the
technique of management, the
principles according to which co-
operative programs are carried
through to success. Each is
indispensable, together they form
the synthesis called
administration. (Dimmock)
2 phases of PA:
1. Classical/Traditional PA (1800s-
1950s)
2. Modern PA (1950-present)
- Development Administration
- New PA
- New Public Management
- Reinventing government
1. Traditional/Classical PA
- started during the industrial
revolution where industries boom
- according to Caden, PAs
arrangement that time existed in all
societies, and is devoted to advancing
the general welfare of public interest.
-the idea of PA was administration
FOR the public and not OF the public.
(Client oriented)
-In the 1800s to 1950s, Wilson
claimed that PA should be politics
free and that it is a field of business.

Public Administration vs. Private From Classical, Neoclassical to

Administration Integrative/Modern Organization of
theories
Public Private
-governmental - other hand is, A. Frederick Taylor, dubbed as the
administration concerned with Father of Scientific management
concerned with administration of is best known from his best way
achieving state private business. approach in accomplishing task,
purposes, determined -non-political which caused the notion for
by the state. -refers to the evolution of PA.
-political management of private
-piece-rate system arise which
-relates to the business enterprises.
activities carried out caused the existence of surplus
by government, during the industrial revolution
Taylors principles of scientific
management theory:
1. Division of labor:
- This principle divides the role of
planning and executing among
the employer and the employee.
The employer should be given the
role of only planning and the
employees should focus on only
operating to execute the plans. By
this there will be no confusion
regarding their roles and there
will be a smooth operation of
action.
2. Unity of command and
centralization of decision making
- there must be a unified command
at the top of the organization.
3. One-way authority
- Authority flows down from the
top to the bottom.
4. Narrow span of control
- there is a limit to the number of
immediate subordinates that an
individual can effectively
supervise. There must only be 9-
12 people/individual an
individual should supervise.
B. Max Weber
presented a descriptive analysis
of bureaucratic organizations
which is as the same as Taylors:
1. Formal hierarchy structure:
- There should be centralization of
power in terms of planning and
decision making in the
organization. The rules and
regulations must be strictly
followed. There must be a well-
defined hierarchy of authority
with clear lines of authority and
control concentrated at the top.
Each level of management should
be controlled by the level of
management above it in the
hierarchy and they should control
the lower management below
them to help the organization
proceed in a single direction.
2. Formal rules and norms/
Management by rules.
- This principle of bureaucracy
management implies the need of
strict rules and regulations to be
followed by the various level of
management in an organization.
By this principle, the company
maintain a level of discipline keep
the labors in check and to bring
the best out of them.
3. Organization by specialization
- The organizations can be divided
into many departments and units
based on their function. These
departments are led by experts
and specialists. So there is a high
degree of job specialization in the
employees and the management
and will help the organization
achieve high efficiency in their
operation.
4. Equality
- This principle focuses on the
equality of all the employees who
are judged by the rules,
regulations, and rights of the
employees set by the
organization. So there is no unfair
biasness and favoritism in the
organization. This will provide a
sense of fair judgment and
uniform treatment to all.
5. Recruitment based on abilities and
qualification
- This principle defines that a
manager is fairly recruited on the
basis of the skills and technical
ability to lead the employees
and handle the position. There is
 no preferential treatment to any
candidate due to personal
relations or links.
C. Luther Gulicks POSDCORB
methodologies integrated a of motivation states that human
comprehensive theory of
administration.
- Herein, they believed that a
single science of administration
which exceeds the boundaries of
the private and the public sector
exists.
- POSDCoRB gives unity,
certainty, and definiteness and
makes the study more systematic,
but according to its critics,
overlooks the fact that deferent
agencies are faced with different
administrative problems, which
are peculiar to the nature of the
services, they render and the
functions they performed. Also, it
takes into consideration only the
common techniques of the
administration and ignores the
study of the subject matter with
which the agency is concerned.
D. Elton Mayos Hawthorne studies
- to be recognized as emerging
E. Chester Bernard
-in the contemporary time, he
argued that for the excutives to
become more effective, he should
maintain an equilibrium between
the needs of the employees and
the organization.
-(Accdng to Maam V, if you want
your people to remain, give
priority first to his needs)
F. Henry Maslow
-focused on the hierarchical
needs of the individual. His theory
beings has five sets of needs:
physiological, safety, love or
affiliation, esteem and self-
actualization.
*When the concepts of psychology
entered, the concept of PA has changed.
*From organization-focused, it shifted to
a man-centered concept.
*Human-relations model states that
A satisfied employee=good productivity
2. Modern Public Administration
A. Development administration
- Third world countries are the
focal point of in this era.
- Riggs and Weidnerr coined the
term DA to refer to the
developing countries which are
largely found in Asia, Latin
America, and Africa. These
developing countries endeavored
to make concerted efforts in order
nations and resurrect themselves
after WWII.
- In this context, Landau described
DA as the engineering of social
change. Ilchman likewise said
that these countries are
concerned with increasing their
capacity to produce goods and
services to meet and induce
changing demands.
- These developing countries are in
urgent need to implement
fundamental reforms in their
politico-administrative
machinery.
- Khator, however argued that DA
was built on the following critical
assumptions; development needs
are most important to developing
 countries; development of needs
of these countries are inherently
different; development can be
administered; and the political,
social and cultural contexts od
devnt can be easily altered.
- Basing from situations above, DA
may be considered as a
management of innovation
because it was aimed at helping
countries undergo reconstruction
and social transformation.
- Corpuz, closely associated DA to
foreign aid and western models of
development since these western
countries provides grants and
aids to the developing countries
for the purpose of nation-building
and economic development, etc.
-Cruz also argued that in
reforming the administrative, 2
core values must be noted:
reforming the structure of the
bureaucracy, and the behavior of
those in it.
B. New Public Administration
- Resulted from a conference in
Minnow brook which created a
hullabaloo.
- Herein, the classical theories of
PA were rejected and instead new
principles were offered.
- For instance, Frederickson added
social equity to the classic
definition of PA. He claimed that
conventional PA sought only to
answer inquiries on efficiency
and effectiveness like: how can
the govnt offer better services with
available resources or how can we
maintain our level of services while
spending money?
- Frederickson also argued that
disparities occur because PA are
focused less on social purposes or
the values and policies of the
govnt, and more on the economy
and efficiency of execution.
- NPA proponents likewise
advocated that public
administrators should not be
neutral; they should be
committed to both good
management and social equity as
values to be achieved.
- NPA called for client-oriented,
non-bureaucratic structures,
participatory decision-making,
and decentralized admin.
- NPA created the need to stimulate
change: meeting the needs of the
society through the govnts
development programs and
projects addressing social equity
and justice.
Jest:
PA should not only focus more on the
economy and efficiency of execution but
also on social purposes or the values and
policies of the govnt.
C. New Public Management and
Reinventing government
- According to Politt, is a shift into
a managerialist movement. He
then identified 5 core beliefs of
managerialism: main route of
social progress lies in the
achievement of continuing
increases in economically defined
productivity; such productivity
increase will mainly come from
the application of ever more
sophisticated techs; application of
these techs can only be achieved
with a labor force discipling in
accordance with the productivity
ideal; management is a separate
and distinct organizational
function and one plays the crucial
role in planning, implementing &
measuring the necessary
improvements in productivity;
and to perform this, managers
 must be granted reasonable room - Criticisms on this model was its
to maneuver. emphasis on people as customers
- Ideas of NPM was born out of the or clients rather than citizens.
continuous search for solutions to And that, customers were placed
economic problems and produce as end-products users of
a government that works better government rather than as mean
but costs less.
of policy making process
- Osborne and Gaebler sparked the
- Another similar movement from
use of business model
the reinventing organization is
prescriptions for government,
the reengineering organization
like using private sector
coined by Hammer. It offers an
innovation, resources, and org
approach for improving
ideas to improve public sector.
performance, effectiveness, and
- Reinventing government
efficiency of orgs regardless of the
provided 10 principles:
sector they operate.
a. Catalytic government:
- According to Hammer et.al,
- steering rather than rowing
reengineering is the fundamental
b. Community-owned
rethinking and radical redesign of
government:
business processes to achieve
-empowering rather than
dramatic improvements in
serving (includes civil society)
critical contemporary measures
c. Competitive government:
of performance, such as cost,
-injecting competition into
quality, service, and speed.
service delivery (to improve
- Reengineering or so-called
the quality of goods and
business process reengineering
services)
was essentially an innovation that
d. Mission drivev government:
sought to refurbish the operation
-transforming rule-driven
of an organizations operation,
orgs (mission is the one
management system and
driving them to work)
structure, to improve its
e. Results oriented government:
efficiency, effectiveness, and
funding outcomes, not inputs
competitive ability and ultimately
f. Customer-driven
improve service delivery.
government:
-meeting the needs of the
D. PA as Governance
customer and not their
- Governance entails a large scope
bureaucracy
and a wider meaning.
g. Enterprising government:
- It involve institutionalization of a
rather than spending
system through which the
(concentrate on earning
citizens, institutions, and
money than spending)
organizations in a society
h. Anticipatory government:
articulate their interests, exercise
prevention rather than cure
their rights, and mediate their
(thinking ahead of time)
differences in pursuit of collective
i. Decentralized government:
goods.
from hierarchy to
- Carnio acknowledge that
participation and teamwork
governance is not the sole
j. Market -oriented government
responsibility of the government
per se but the role of the market
 and civil society are of equal
importance too and should also
be recognized.
- Accordingly, there are actors and
factors that pushed for
governance and some of these
are; the quest for growth and
development, environmental
movement, globalization, and
consolidating peace.
- An ADB document affirmed that
good governance is synonymous
with sound development
management. They then
identified key principles of
development which may be
considered as elements of good
governance. These are:
a. Accountability
-means making public officials
answerable for govnt
behavior and responsive to
the entity from which they
derive authority.
b. Participation
-refers to enhancing peoples
access to and influence on
public policy processes
c. Predictability
-refers to the existence of
laws, regulations, and policies
to regulate society and the fair
consistent application of
these.
d. Transparency
-refers to the availability of
information to the general
public and clear government
rules, regulations and
decisions.
The first and foremost objective of
public administration is to efficiently
deliver public services. -Woodrow
Felix Nigros Modern Public
Administration
Administration is the organisation and use of men and
materials to accomplish a purpose.
In this context we can reflect the
definition offered by F.A. Nigro and
L.G. Nigro. According to them Public
Administration:
- is co-operative group effort in a public
setting;
- covers all three branches. The
executive, legislative, and judicial, and
their inter relationships;
- has an important role in the
formulation of public policy and is thus a
part of the political process;
- is different in significant ways from
private administration;
- is closely associated with numerous
private groups and individuals in
providing services to the community.
In sum, public administration:
- is the non-political public bureaucracy
operating in a political system;
deals with the ends of the State, the
sovereign will, the public interests and
laws;
- is the business side of government and
as such concerned with policy execution,
but it is also concerned with policy-
making;
- covers all three branches of
government, although it tends to be
concentrated in the executive branch;
- provides regulatory and service
functions to the people in order to attain
good life;
- differs significantly from private
administration, especially in its
emphasis on the public; and
- is interdisciplinary in nature as it
draws upon other social sciences like
political science, economics and
sociology.
Jose Leverizas Public Administration:
The Business of the Government
Bureaucracy
-is a type of organization designed to
accomplish large-scale administration
tasks by systematically coordinating the
work of many individuals.
-type of hierarchical organization which
is designed to rationally coordinated the
work of many individuals in pursuit of
large-scale administrative tasks.
-most efficient form of organization
arising out of the needs of an
industrialized society for the effective
administration of its large and complex
organizations. (Weber)
-not necessarily confined to political
organizations; they tend to develop
wherever it is necessary to coordinate
the activities of many people. (Espiritu)
Characteristics of Bureaucracy by
Weber:
1. Positions and offices are clearly
defined
2. The hierarchical arrangement of
authority, rights, and obligations
is specifically drawn
3. The personnel are selected on the
basis of technical/professional
qualifications
4. There are defined rules governing
official behavior
5. Security of tenure and the pursuit
of a career with a promotion in
the hierarchy assured.
Ideal type of bureaucracy by Weber:
1. There is division of labor
2. There is centralization of
authority
Characteristics of Philippine Bureaucracy
1. Vulnerability to nepotism
2. Perpetuation of spoils system
-supporters of the political party
who won are given position.
3. Apathetic public reaction to
bureaucratic misconduct
4. Availability of external peaceful
means of correcting bureaucratic
weakness
5. Survival of historical experience
6. Nonspecial typing of bureaucrats
7. Lack of independence from
politics
8. Essential instrument of social
change
Nature and development of
Organization
Organization
- mechanism by which administration
directs, coordinates, and controls its
business.
- seeks to know WHO IS TO DO, and
WHAT IS TO BE DONE
- structure filled by humans (Toffler)
Characteristics (Weiss):
1. A set of individuals in an office
2. Individual responsibility for
definite tasks
3. Organization goal to which the
activities of the staff contribute
4. A stable system of coordinative
relationships/structure
Different theories of organization:
During the classical era
Taylors Theory of Scientific Management:
A. Division of labor and
specialization
-functions are separated and
differentiated
B. Unity of command and
centralization of decision making
 -there must be a unified
command at the top of the org
C. One-way authority
-Authority flows down from the
top to the bottom
D. Narrow span of control
-there is a limit to the number of
immediate subordinates that an
individual can effectively
supervise (9-12
people/individual)
Webers theory of Bureaucracy:
1. Division of labor
2. Hierarchical arrangement of
offices
3. Rules for carrying out the work
4. Impersonality
-an official is subject to an
impersonal order and established
norms of conduct and he acts
objectively in his contacts with
individuals inside and outside of
the organization.
5. Officials are selected on the basis
of competence.
During the modern public
administration, concepts of psychology
were borrowed which caused the
following:
Robert T. Golombiewski, exponent of
man-centered organization, believes
that moral sensitivity can be associated
with satisfactory output and employees
satisfaction. According to him:
1. Work must be psychologically
acceptable to the individual to the
point of not threatening them.
2. Work must allow man to
use/enhance his faculties.
3. The work task must allow the
individual considerable room for
self-determination
4. The worker must have the
possibility of controlling, in a
meaningful way, the environment
within which the task is to be
performed.
5. The organization should not be
the sole and final arbiter of
behavior. Both the organization
and the individual must be
subject to an external moral
order.
On the other hand, humanists like Warren
G. Bennis, believe that DEMOCRACY is an
inevitable element in modern
organizations and thus contends the
following values:
1. Full and free communication
regardless of rank and power
2. A reliance on consensus rather
than on the more customary
forms of coercion or compromise
to manage conflict
3. The idea that influence is based
on technical competence and
knowledge rather than personal
whims or prerogatives
4. An atmosphere that permits and
even encourages emotional
expression as well as task
oriented tasks.
5. A basically human bias which
accepts the inevitability of
conflict between the organization
and the individual but which is
willing to cope up with and
mediate this conflict on rational
grounds.
(The written above are all from the book
of Leveriza except where Felix Nigros
work is concerned)