INTRODUCTION TO PUBLIC ADMINISTRATION - Deneme Sınavı - 3

Control-of-bureaucracy theory is an approach to public administration theory particularly associated with matters of compliance or responsiveness.

The politics-administration dichotomy traces to the origins of modern public administration. Woodrow Wilson (1887) set out the most formal and rigid version of the dichotomy by arguing in his seminal essay on modern public administration that politics should not meddle in administration and administration should not meddle in politics.

First (Policy-Administration Dichotomy Model), there is and should be a clear distinction between the elected officials and its responsibility to set law and policy, on the one hand, and the role of the professional manager the elected officials employs to lead the bureaucracy and carry out policy, on the other.

Svara sets out the four-part model, which uses four categories of governmental activity (mission, policy, administration, management) and describes illustrative tasks for political officials and bureaucrats in each category.

In a council dominant model, there is a wide space of council involvement at all four levels. This could also be called a council control-of-bureaucracy model. The important point in the strong-manager and council dominant models is the across-the-board character of power and influence.

Clients are typically nonvoluntary; partly as a result, clients for the most part do not serve as a primary bureaucratic reference group.

The assumption, of course, is that the relationship between elected leaders (principals) and civil servants or bureaucrats (agents) is hierarchical and could be understood as a series of contracts or transactions between a buyer of services and a provider of services. In the public context, the elected “buyer” attempts to shape the service to his or her preferences by laws, regulations, executive orders, appropriations, hearings, and all manner of co-management. The bureaucratic “seller” of services is a mixture of professional education and expertise, responds to laws and constitutions, and attempts to serve its clients.

Hierarchy: It is the ranking of the employees in the organization in the form of subordinate-superior in terms of authority and duties, starting from the top manager to the lowest level of employment.

Structural Definition: Public administration is the organizational aspect of the executive branch of the state.

Principles of Traditional Public Administration: 1) It is based on bureaucracy organization model. 2) It is based on the fact that public services should be carried out directly by the state's own organizations. 3) It is based on the fact that political and administrative issues are separate from each other. 4) It is based on the fact that public administration is quite different from business administration.

Principles of New Public Management 1) In the public sector, it gives the manager wide freedom to manage. 2) It attaches importance to performance measurement. 3) Gives more importance to results than procedures. 4) Discipline and frugality are important in resource use. 5) Increasing competition in the public sector and giving importance to market mechanisms. 6) Implementation of private sector management techniques in the public sector.

Traditional management theory has its origins with Frederick W. Taylor and his influential The Principles of Scientific Management (1911).

Luther Gulick (1937) embraced the orthodoxy of scientific management, applied it to government, and introduced the most famous mnemonic in the field—POSDCORB.

• Planning
• Organizing
• Staffing
• Directing
• Coordinating
• Reporting
• Budgeting

Chester Barnard (The Functions of the Executive, 1938) identified and set out the acceptance theory of authority, which argues that authority does not depend as much on persons of authority or on persons having authority as it depends on the willingness of others to accept or comply with directions or commands.

Max Weber argued that the bureaucracy is impersonal and rational because individual selection and promotion are strictly on the basis of merit, scientifically determined.

Chester Barnard's work introduced a human relations approach that forever changed management theory.

Communication theory is a mix of cybernetics, linguistics, and social psychology.

In public management theory, the devil is BUREAUCRACY.

The modern principles of entrepreneurial public management are now nearly a hegemony in the practices of public administration called the name New Public Management (NPM) and are sometimes referred to as the “new managerialism.”

The most interesting aspect of management’s resurgence in public administration is the prominence of leadership as an energizing and legitimating idea.

Principal-agent theory appears to be less useful as a basis for management theory in the public sector.