1. COMPARATIVE PUBLIC ADMINISTRATION MPA503
Development Administration

2. SUMMARY/RECAP ECOLOGICAL APPRTOACH RIGGS MODELS AGRARIA – INDUSTRIA
ITERMEDIATE – TRANSITA
FUSED – PRISMATIC – DIFFRACTED
BAZAAR – CANTEEN MODEL
REVISED PRISMATIC MODEL
DAHLs CONTRIBUTION

3. EMERGENCE EMERGED IN 1950s AND 1960s UNDER THE FOLLOWING SCENARIO:
LESS ATTENTION TO GOALS OFADMINISTRATION
NEWLY INDEPENDENT COUNTRIES IN ASIA,AFRICA AND SOUTH AMERICA
U.N SPONSORED SCHEMES
AMERICAN TECHNICAL AND ECONOMIC PLANS
COMPARATIVE ADMINISTRATION GROUP(1960)
SEARCH FOR NEW MODELS

4. DEFINITIONS
DEVELOPMENT ADMINISTRATION INVOLVES MANAGING A GOVERNMENT/ITS AGENCY SO THAT IT ACQUIRES INCREASING CAPABILITY TO ADAPT TO AND ACT UPON NEW AND CONTINUING SOCIAL CHANGES TO ATTAIN A SUSTAINED GROWTH IN POLITICAL,ECONOMIC AND SOCIAL FIELDS (HAN BEEN LEE) DEVELOPMENT ADMINISTRATION IS THE ENGINEERING OF SOCIAL CHANGE (M.LANDAU)

5. DEFINITIONS
DEVELOPMENT ADMINISTRATION IN CONTEXTUAL AND OPERATIONAL IMPLIES EFFICIENT ORGANIZATION AND MANAGEMENT OF THE DEVELOPMENT ACTIVITIES OF A NATION TO ACHIEVE THE GOALS OF DEVELOPMENT (K.R.HOPE)
DEVELOPMENT ADMINISTRATION IS THE ADMINISTRATION OF DEVELOPMENT PROGRAMS INECONOMIC,SOCIAL AND POLITICALSPHERES INCLUDING PROGRAMS FOR IMPROVING BUREAUCRACY TO ENSURE NATIONAL DEVELOPMENT (JOSE ABUEVA)

6. DEFINITIONS
DEVELOPMENT ADMINISTRATION FOCUSES ON ORGANIZING AND ADMINISTERING PUBLIC AGENCIES IN A WAY WHICH STIMULATES AND FACILITATES DEFINED PROGRAMS OF SOCIAL AND ECONOMIC PROGRESS.IT SEEKS TO MAKE CHANGE ATTRACTIVE AND POSSIBLE
PURPOSE: SOCIO – ECONOMIC PROGRESS
LOYALTIES: ACCOUNTABLE TO PEOPLE
ATTITUDES: POSITIVE,INNOVATIVE,PERSUASIVE
GEORGE GANT

7. CHARACTERISTICS CHANGE OREINTATION GOAL ORIENTATION COMMITMENT
CLIENT OREINTATION
TEMPORAL DIMENSION
CITIZEN PARTICIPATIVE ORIENTATION

8. CHARACTERISTICS INNOVATIVENESS: IMPROVING ADMINISTRATIVE STRUCTURES
ECOLOGICAL PERSPECTIVE
EFFECTIVE COORDINATION
RESPONSIVENESS

9. APPROACHES
1950s & 1960s EMPHASISED WESTERN MODEL AND GNP AS A MEASURE OF PROGRESS
ECONOMIC APPROACH HIGHLIGHTED BY ADAM SMITH,KARL MARX,KEYNES FOCUSSED ON ECONOMIC GROWTH THROUGH INDUSTRIALISATION
DIFFUSION APPROACH EXPLAINED DEVELOPMENT THROUGH A PROCESS WHERIN A THIRD WORLD COUNTRY ADOPTS CAPITAL,TECHNOLOGY AND SOCIAL STRUCTURE FROM WESTERN COUNTRIES

10. APPROACHES
PSYCHOLOGICAL APPROACH :EXPLAINS DEVELOPMENT IN TERMS OF PRESENCE OF SOME INDIVIDUAL PERSONALITY TRAITS LIKE ACHIEVEMENT – MOTIVATION,CHANGE ORIENTATION,LESS AUTHORITARIAN ETC
DEPENDENCY THEORY : HIGHLIGHTS THAT PERSISTENT POVERTY OF THIRD WORLD COUNTRIES IS A REFLECTION OF THEIR DEPENDENCY ON WESTERN INDUSTRIALISED COUNTRIES DUE TO COLONIALISM & NEO-COLONIALISM,

11. CONTEMPORARY APPROACHES
CONTEXT BASED(NOT UNIVERSAL SINGLE THEORY )APPROACHES TO DEVELOPMENT WHICH ARE PLURALISTIC AND MORE INDIGENOUS /LESS WESTERN HAVING THE FOLLOWING CHARACTERISTICS:
GREATER EQUALITY IN DISTRIBUTION OF DEVELOPMENT BENIFITS
POPULAR PARTICIPATION,KNOWLEDGE SHARING AND EMPOWERMENT TO FACILITATE SELF DEVELOPMENT BY INDIVIDUALS,GROUPS AND COMMUNITIES

12. CONTEMPORARY APPROACHES
3. SELF RELIANCE AND INDEPENDENCE IN DEVELOPMENT EMPHASISING THE POTENTIAL OF LOCAL RESOURCES
4. LIMITING GROWTH OF POPULATION
5. INTEGRATION OF APPROPRIATE TECH NOLOGY WITH BIG MODERN TECHNOLOGIES TO FACILITATE DEVELOPMENT

13. TRENDS BLUEPRINT TO LEARNING PROCESS
BLUE PRINT APPROACH IS RIGID AND CLOSE ENDED WHEREAS THE LEARNING APPROACH IS FLEXIBLE AND OPEN ENDED
THE BLUEPRINT APPROACH EMPHASISES ADVANCED PLANNING FOR THE PEOPLE,THE LEARNING APPROACH EMPHASISES PLANNING WITH PEOPLE AND DOING SO DURING THE PROCESS OF ADMINISTERING A DEVELOPMENT PROGRAM

14. TRENDS FROM PRODUCTION CENTERED TO PEOPLE CENTERED
THE PRODUCTION CENTERED APPROACH INVOLVES PRODUCTION OF GOODS AND SERVICES TO MAXIMISE RETURNS ON INVESTMENT,IT CONCENTRATES ON INDUSTRIAL GROWTH AND URBAN DEVELOPMENT
THE PEOPLE CENTERED APPROACH EMPHASISES THE NEEDS OF THE PEOPLE
,EMPOWERMENT OF THE PEOPLE,RESPONSIVE ADMINISTRATION,SELF RELIANCE,HUMAN GROWTH,SOCIO-ECONOMIC EQUALITY,WELL-BEING AND SUSTAINABILITY

15. DEVELOPMENT VS TRADITIONAL
CHANGE ORIENTED/STATUS QUO
DYNAMIC & RIGID/HIERARCHICAL & RIGID
EFFECTVENESS & GOALS/ECONOMY & EFFICIENCY
COMPLEX OBJECTIVES/SIMPLE OBJECTIVES

16. DEVELOPMENT VS TRADITIONAL
NEW TASKS/ROUTINE OPERATIONS
DECENTRALISATION/CENTRALISATION
DETAILED PLANNING/NOT MUCH PLANNING
CREATIVE & INNOVATIVE/RESISTS CHANGE
PARTICIPATIVE STYLE/AUTHORITATIVE STYLE

17. DEVELOPMENT VS TRADITIONAL
WIDE SCOPE/LIMITED SCOPE OF OPERATIONS
TEMPORAL DIMENSION/NO TIME LIMIT
OUTWARD LOOKING/INWARD LOOKING

18. CRITICISM COMPLEMENTARY TO EACH OTHER
DISTINCTION UNREALISTIC AND OVER SIMPLISTIC
IMPRESSION THAT DEVELOPMENT ADMINISTRATION IS CONCERNED SOLELY WITH THE ADMINISTRATION OF DEVELOPING COUNTRIES REDUCES THE UTILITY OF THE CONCEPT OF DEVELOPMENT ADMINISTRATION WHEN APPLIED TO COMPARATIVE ANALYSIS OF DEVELOPED AND DEVELOPING COUNTRIES

19. PROBLEMS LACK OF EXPERIENCE OF ADMINISTRATORS
LACK OF GOOD MANAGERS AND TECHNIQUES
LACK OF COMMITMENT
INFLUENCE OF OLD TRADITIONS AND CUSTOMS
POLITICAL PARTIES CONCERNED MORE WITH THEIR OWN PERPETUATION
LACK OF COORDINATION BETWEEN GENERALISTS AND SPECIALISTS

20. CORRUPTION
PUBLIC ADMINISTRATION IS ITSELF SUSCEPTIBLE TO CORRUPTION SINCE OFFICIALS EXERCISE A LOT OF POWER
MUCH OF THE BENEFITS OF RAPID ECONOMIC GROWTH OR A STABLE POLITICAL ORDER MAY BE LOST IN THE GROWING TIDE OF COPRRUPTION