Evolution Of Public Administration Approaches

Frederick Taylor (1917) developed scientific management theory (often called "Taylorism") at the beginning of this century. His theory had four basic principles: 1) find the one "best way" to perform each task, 2) carefully match each worker to each task, 3) closely supervise workers, and use reward and punishment as motivators, and 4) the task of management is planning and control.

Thus far, it is apparent that there are no prescribed actions that a public administrator can take to stave off conflict amongst her constituency; conflict will occur, and all will look towards the public administrator to determine the resolution. In their book The New Public Service, Janet and Robert Denhardt outline several “practical lessons” for public administrators who serve in what they call the “new public service.” First, they suggest that the public administrator must “serve citizens, not customers;” she must focus on the values shared by the citizens as a whole, not the interests of individual customers. Second, “seek the public interest: Public administrators must contribute to building a collective, shared notion of public interest,” and then perform in a manner that is in collusion with this notion. It is important to note that some would argue this point, saying that while the public interest was an important factor in public administration, it is now “public value” that has moved to the

"Classical Organizational Theory deals with the 'systematic processes necessary to make bureaucracy more efficient and effective.' Name three scholars that are credited with the development of classical organization thought that most correctly fit into this definition of Classical Organizational Theory. What were the basic arguments articulated by each in their contributions to the development of Classical Organizational Theory?"

Kernaghan, K. 2000. The Post-Bureaucratic Organization and Public Services Values. Interational Review of Administrative Sciences 66. 2000, pp. 92-93.

Scientific management or "Taylorism" is an approach to job design, developed by Frederick Taylor (1856-1915) during the Second World War. With the industrial revolution came a fast growing pool of people, seeking jobs, that required a new approach of management. Scientific management was the first management theory, applied internationally. It believes in the rational use of resources for utmost output, hence motivating workers to earn more money. Taylor believed that the incompetence of managers was the major obstacle on the way of productivity increase of human labour. Consequently, this idea led to the need of change of management principles. On the base of research, involving analysing controlled experiments under various working

Since Wilson, the nature of public administration has undergone three distinct areas of thought: the politically based Old Public Administration, economically based New Public Administration, and democratically based New Public Service (Denhardt &

The basics of administrative responsibilities involved several significant standards 1) Responsiveness- how rapidly an organization /agency responds to variations. The degree of responsiveness mandated the awareness of focus groups, surveys, and soliciting information about public gatherings 2) Fairness - safeguarded from the denial of life, liberty or property by the government. Flexibility – the capability to adapt to unanticipated circumstances 3) Honesty- lack of deceitfulness. People working together in an occupation have the propensity to trust one another because they shadow similar ethical beliefs. By contrast, people that do not trust others eventually collaborated with a system of formal rules 4) Corruption implicated the abuse of

Administrative scientists identified public administration as a tool or technique to use to produce the most efficient or effective result. The public interest is way of grabbing the attention of various group interest into society. In public admin privatization refers to transfer of any government function to the private sector-including governmental functions like revenue collection and law enforcement.

However, despite Max Weber’s theory that bureaucracies are like iron “iron cages” that are a efficient form of administration. Prior to modern government reform patronage, spoils, and bribery were just part of the political environment for Public Administrators. In today’s, modern government Public Administrators are hired based on the merit and technical qualifications that secure the individual can carry out the duties of the office. However, Public Administrators are forced to work in a hierarchical organization

There are many Management Theorists who have devised ways in which a business can achieve success efficiently. The two management theorists that I am going to talk about are Fredrick Winslow Taylor and Max Weber, and I will also compare and contrast their contributions to the field of management. There are 4 main classical theories in management which are: 1. Scientific Management 2. Bureaucracy 3. Administrative Management 4. Human Relations. The two that I will be focusing on for this assignment are Scientific Management and Bureaucracy. Frederick Taylor (March 20th, 1856-March 21st, 1915) was an American Engineer. He sought to improve industrial efficiency in the workplace. The birth of Scientific Method is attributed to Taylor and his main

To become a public administrator, you must have the ability to work with different people from different background, different age groups, and various economy classes. A Public administrator cannot be biased towards one group of people and turn around and be favorable towards the other. As an administrator, you have to be transparent to everybody that you encounter, even people that you will be working with, and people that you are working for. According to the publication, “Ethical Dilemmas in the Public Service,” by the Commonwealth Association for Public Administration and Management, describes that the ethical issue that government officials face in any organization is nepotism and bias. The reason why this event occurs is that some of the individuals in the public administrative positions are not transparent in the workplace and are also influenced by personal gain.

Scientific management (also called Taylorism, the Taylor system, or the Classical Perspective) is a theory of management that analyzes and synthesizes workflow processes, improving labor productivity. The core ideas of the theory were developed by Frederick Winslow Taylor in the 1880s and 1890s, and were first published in his monographs, Shop Management (1905) and The Principles of Scientific Management (1911).[1] Taylor believed that decisions based upon tradition and rules of thumb should be replaced by precise procedures developed after careful study of an individual at work.

In the following paragraphs, I will explain the dominant theory in public administration practice and elaborate on the major theoretical assumptions of the Old Public Administration. As stated in the question, the world has transformed through globalization, information technology, and devolution of authority since the latter part of the last century. The dominant theory in public administration has been replaced from the traditional rule-based, authority-driven processes of the Old Public Administration with market-based, competition-driven tactics in the New Public Management, beginning in the 1980s (Kettl, 2000, p. 3). This was an effort to privatize government and streamline public administration to maximize efficiency and productivity. Heavily relying on market mechanisms to guide public programs, public administrators in the New Public Management are encouraged to “steer, not row,” meaning they should not bear the burden of delivering services, but instead define programs that others will carry out, through contracting or other means (Denhardt & Denhardt, 2011, p. 13). Core values of the New Public Management include using private sector and business approaches to the public sector, squeezing as many services as possible from smaller revenues, market style incentives, providing customers more choices, and focusing on outputs and outcomes instead of mainly processes.

One of the most critical challenges facing public administration is the recruitment and retention of qualified personnel. While the problem of attracting talent into public service is not new, the introduction and rapid expansion of the high technology and Internet industry, the problem has reached crisis proportions. Both the public and private sector have embraced the Information Age with increasing dependence on a skilled and versatile workforce. Private industry responded by developing greater versatility in expanding and contracting their workforce to compliment the strategic requirements and goals of the organization. Public administration did not adequately