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1、1. Concept Differentiation22. Management Model23. Roles of administrator (perspectives from Mintzbergs classification) 24. Contrasting Business and public administration35. Politics and Administration46. Bureaucracy47. Notes on the Theory of Organization48. A Theory of Human Motivation69. Parkinsons
2、 Law or the Rising Pyramid610. Historical Trends in leadership Theory and Research811. Reinventing Government912. Opening Administration to the Public1013. Community Participation 1514. Decentralization1515. Good Governance and Management 1616. Community Development 1717. Poverty Alleviation 1818. S
3、ocial Risk Management1819. Three Big Questions in Public Management 1920. Urban Governance 20Words and phrases learning211. Concept Differentiation 1) Public Administration, Public Management, and PoliticsPublic administration:Politician (statesman); Politics (or government); BureaucracyPublic Manag
4、ement: Manager; Business; Corporate ladder Politics: Legitimacy; Sovereignty; Authority2) The concept of ManagementA.The art of getting things done through people.B.Management is the process of planning, organizing, and controlling the efforts with organizational members and the use of other organiz
5、ational resources in order to achieve stated organizational goals.Planning means that managers think their actions through in advance. Their actions are usually based on some methods, plans, or logic, rather than on a hunch.Organizing means that managers coordinate the human and material resources o
6、f an organization. The strength of an organization lies in its ability to marshal resources to attain a goal.Controlling means that managers attempt to assure the organization moving towards its goal. Leading means that managers direct and influence subordinates.2. Management ModelExternal Environme
7、nt (including task environment, Social environment, Organization) Internal Environment (including factors-structure, culture, resources) A: strategy Formulation Mission Objectives Strategy Policies B: Strategy Implementation Programs budgets procedures C: Evaluations & Control Performance Appraisal
8、Feedback3. Roles of administrator (perspectives from Mintzbergs classification)Technical-Rational Perspective: Descriptions of management and organizations that focus on the mechanistic aspects of organization and the formal management functions of planning, organizing, coordinating, deciding, and c
9、ontrolling.Behavioral Perspective: Descriptions of management based on behavioral scientists observations of how organizations actually behave and what managers actually do in their jobs.Cognitive Perspectives: Descriptions of management and organizations which emphasize the role of knowledge, core
10、competency, and perceptual filters.Managerial Roles: Expectations of the activities that managers should perform in an organization.Interpersonal Roles: managerial roles where managers acts as figureheads and leaders for the organizations.Informational Roles: managerial role where managers act as th
11、e nerve centers of their organizations, receiving and disseminating（传播） critical information.Decisional Roles: managerial roles where managers initiate activities, handle disturbances, allocate resources, and negotiate conflicts.4. Contrasting Business and public administration1、Similarities:Organiz
12、ational design;The allocation of scarce resources;The management of people.2、Distinction:(1)Primary distinction: (a) making a profit; (b) Delivering services or regulating individual or group behavior in the pubic interest.(2)Secondary distinction: (a)Ambiguity: The purposes to be served.Business Ma
13、nagement:The bottom-line profit is the basic measure of evaluating how good a job the organization is doing;The performance of individual managers can be directly measured in terms of their units contribution to the overall of the company.Public Administration:The public service is hard to specify o
14、r measure.Protect the quality of environment-no financial “bottom-line”(b) Pluralistic Decision Making: The work to be done.Business Management: easyDecision might be made rapidly by one individual of a small group;Public Administration: hardRequire many groups and individuals to attend the decision
15、 process.“The diversity of interests seeking to affect policy is the nature and essence of democratic government” (Blumenthal, 1983)(c) Visible: The work has been done.Business Management:Not all the public will censor except for the shareholders;Public Administration:The work is subject to constant
16、 scrutiny by the press and by the public.“In government, you are operating in a goldfish bowl. You change your mind or make a blunder, as human beings do, and its on the front page of every newspaper” (Rumsfeld,1983)5. Politics and AdministrationFrank J .GoodnowThese definitions, it will be noticed,
17、 both lay stress upon the fact that politics has to do with the guiding or influencing of governmental policy, while administration has to do with the execution of that policy. It is these two functions which it is here desired to differentiate, and for which the words “politics” and “administration
18、” have been chosen.There are, then, in all governmental systems two primary or ultimate functions of government, viz. the expression of the will of the state and the execution of that will. There are also in all states separate organs, each of which is mainly busied with the discharge of one of thes
19、e functions. These functions are, respectively, Politics and Administration.6. BureaucracyMax Weber1. Characteristics of BureaucracyI. There is the principle of fixed and official jurisdictional areas, which are generally ordered by rules, that is, by laws or administrative regulations.II. The princ
20、iples of office hierarchy and of levels of graded authority mean a firmly ordered system of super-and subordination in which there is a supervision of the lower offices by the higher ones.III. The management of the modern office is based upon written documents (the files), which are preserved in the
21、ir original or draught form.IV. Office management, at least all specialized office management-and such management is distinctly modern-usually presupposes thorough and expert training.V. When the office is fully developed, official activity demands the full working capacity of the official, irrespec
22、tive of the fact that his obligatory time in the bureau may be firmly delimited.VI. The management of the office follows general rules, which are more or less stable, more or less exhaustive, and which can be learned.7. Notes on the Theory of OrganizationLuther GulickOrganizing the Executive The eff
23、ect of the suggestion presented above is to organize and institutionalize the executive function as such so that it may be more adequate in a complicated situation. This is in reality not a new idea. We do not, for example, expect the chief executive to write his own letters. We give him a private s
24、ecretary, who is part of his office and assists him to do this part of his job. This secretary is not a part of any department; he is a subdivision of the executive himself. In just this way, though on a different plane, other phases of the job of the chief executive may be organized. Before doing t
25、his, however, it is necessary to have a clear picture of the job itself. This brings us directly to the question, What is the work of the chief executive? What does he do? The answer is POSDCORB. POSDCORB is, of course, a made-up word designed to call attention to the various functional elements of
26、the work of a chief executive because administration and management have lost all specific content. POSDCORB is made up of the initials and stands for the following activities: Planning, that is working out in broad outline the things that need to be done and the methods for doing them to accomplish
27、 the purpose set for the enterprise; Organizing, that is the establishment of the formal structure of authority through which work subdivisions are arranged, defined and coordinated for the defined objective; Staffing, that is the whole personnel function of bringing in and training the staff and ma
28、intaining favorable conditions of work; Directing, that is the continuous task of making decisions and embodying them in specific and general orders and instructions and serving as the leader of the enterprise; Co-ordinating, that is the all important duty of interrelating the various parts of the w
29、ork; Reporting, that is keeping those to whom the executive is responsible informed as to what is going on, which thus includes keeping himself and his subordinates informed through records, research and inspection; Budgeting, with all that goes with budgeting in the form of fiscal planning, account
30、ing and control. This statement of the work of a chief executive is adapted from the functional analysis elaborated by Henri Fayol in his Industrial and General Administration. It is believed that those who know administration intimately will find in this analysis a valid and helpful pattern, into w
31、hich can be fitted each of the major activities and duties of any chief executive. If these seven elements may be accepted as the major duties of the chief executive, it follows that they may be separately organized as subdivisions of the executive. The need for such subdivision depends entirely on
32、the size and complexity of the enterprise. In the largest enterprises, particularly where the chief executive is as a matter of fact unable to do the work that is thrown upon him; it may be presumed that one or more parts of POSDCORB should be sub-organized.8. A Theory of Human MotivationA. H. Maslo
33、w IV. Summary1. There are at least five sets of goals, which we may call basic needs. These are briefly physiological, safety, love, esteem, and self-actualization. In addition, we are motivated by the desire to achieve or maintain the various conditions upon which these basic satisfactions rest and
34、 by certain more intellectual desires.2. These basic goals are related to each other, being arranged in a hierarchy of prepotency. This means that the most prepotency goal will monopolize consciousness and will tend of itself to organize the recruitment of the various capacities of the organism. The
35、 less prepotent needs are minimized, even forgotten or denied. But when a need is fairly well satisfied, the next prepotent (higher) need emerges, in turn to dominate the conscious life and to serve as the center of organization of behavior, since gratified needs are not active motivators. Thus man
36、is a perpetually wanting animal. Ordinarily the satisfaction of these wants is not altogether mutually exclusive, but only tends to be. The average member of our society is most often partially satisfied and partially unsatisfied in all of his wants. The hierarchy principle is usually empirically ob
37、served in terms of increasing percentages of non-satisfaction as we go up the hierarchy. Reversals of the average order of the hierarchy are sometimes observed. Also it has been observed that an individual may permanently lose the higher wants in the hierarchy under special conditions. There are not
38、 only ordinarily multiple motivation for usual behavior, but in addition many determinants other than motives. 9. Parkinsons Law or the Rising PyramidC. Northcote Parkinson The validity of this recently discovered law must rest mainly on statistical proofs, which will follow. Of more interest to the
39、 general reader is the explanation of the factors underlying the general tendency to which this law gives definition. Omitting technicalities (which are numerous) we may distinguish at the outset two motive forces. They can be represented for the present purpose by two almost axiomatic statements, t
40、hus: (1) An official wants to multiply subordinates, not rivals and (2) Officials make work for each other. To comprehend Factor 1, we must picture a civil servant, called A, who finds himself overworked. Whether this overwork is real or imaginary is immaterial, but we should observe, in passing, th
41、at As sensation (or illusion) might easily result from his own decreasing energy: a normal symptom of middle age. For this real or imagined overwork there are, broadly speaking, three possible remedies. He may resign; he may ask to halve the work with a colleague called B; he may demand the assistan
42、ce of two subordinates, to be called C and D. There is probably no instance in history, however, of A choosing any but the third alternative. By resignation he would lose his pension rights. By having B appointed, on his own level in the hierarchy, he would merely bring in a rival for promotion to W
43、s vacancy when W (at long last) retires. So A would rather have C and D, junior men, below him. They will add to his consequence and, by dividing the work into two categories, as between C and D, he will have the merit of being the only man who comprehends them both. It is essential to realize at th
44、is point that C and D are, as it were, inseparable. To appoint C alone would have been impossible. Why? Because C, if by himself, would divide the work with A and so assume almost the equal status that has been refused in the first instance to B; a status the more emphasized if C is As only possible
45、 successor. Subordinates must thus number two or more, each being thus kept in order by fear of the others promotion. When C complains in turn of being overwork (as he certainly will) A will, with the concurrence of C, advise the appointment of two assistants to help C. But he can then avert interna
46、l friction only by advising the appointment of two more assistants to help D, whose position is much the same. With this recruitment of E, F, G, and H the promotion of A is now practically certain. Seven officials are now doing what one did before. This is where Factor 2 comes into operation. For th
47、ese seven make so much work for each other that all are fully occupied and A is actually working harder than ever. An incoming document may well come before each of them in turn. Official E decides that it falls within the province of F, who places a draft reply before C, who amends it drastically before consulting D, who asks G o deal with it. But G goes on leave at this
