1. Introduction to Public Administration

2. Course Objectives Explain What is Public Administration
Define Public Administration
Differentiate between Public and Private Administration
Describe the Nature of Public Administration
Describe the Various Approaches to Public Administration
Explain Gulick’s Principles of Organizational Structure Design
Explain Gulick’s POSDCORB
Describe the Types of Budgets in Public Administration
Explain the New Public Management Model
Explain the New Public Management Model 2 (NPM Model 2)

3. Introduction
You must know that in the olden days, there were various kingdoms which were ruled by monarchs.
So, how do you think the kingdom was run?
Do you think it was the king who directly managed the administration of the kingdom?

4. Introduction
No, of course not! In the olden days, the administrative functions were managed by a chosen few people who were responsible for general administration functions such as maintaining law and order and collecting revenues with little or no welfare activities.
These administrators were selected by the monarchs and were no better than their personal servants.

5. Introduction
However, as monarchy was replaced by a democratic, socialist or a capitalist state and with the advent of industrial revolution; the Government forayed into trade and commerce.
Next, the industrial revolution gave way to Imperialism, Nationalism and Internationalism which added on to the widening avenues of Government duties and responsibilities.

6. Introduction
As times changed, the objective of public administration also underwent a change and by the nineteenth century; an organized approach to public servants and public administration was adopted.
This approach was based on an exhaustive legal framework replacing the patriarchal and hereditary function with bureaucracy.

7. Introduction
Hence, public administration today has become an integral part of the Government, the State, the People and the way they function with each other because all aspects of citizen’s life are influenced and decided by the government.
Public Administration is especially crucial because it is not enough to make policies and laws on paper.

8. Introduction
The interpretation and translation of those policies and laws into actions and carrying them out is the difficult part.
The public administrators therefore have to play an important role in running the government as machinery.
Let us now learn about ‘Introduction to Public Administration’ in detail.

9. Definition - Administration
Marx defines ‘Administration’ as:
“Administration is determined action taken in pursuit of a conscious purpose. It is the systematic ordering of affairs and the calculated use of resources aimed at making those happen which one wants to happen.”
As per Marx
As per Frederic K. Lane
Frederic K. Lane defines ‘Administration’ as:
“Organizing and maintaining human and fiscal resources to attain a group’s goals.”

10. What is Public Administration?
‘Public Administration’ is like any other administration which is carried out in public interest.

11. Differences between Public & Private Administration
In order to function efficiently, the public sector organizations are borrowing heavily from the business knowledge, administration and process orientation of the private organizations.
However, there still remains a considerable difference between these two administrative practices.

12. They also share the same pool of manpower
Similarities between Public & Private Administration
The following are some of the similarities between public and private administration:
They also share the same pool of manpower
The accounting aspects like maintenance of accounts, filing, statistics and stocking are the same
The managerial aspects of planning, organizing, coordinating and controlling are the same for public and private administration

13. Integral View Integral View Integral View Managerial View
The ‘Integral View’ is all encompassing and consists of sum total of all managerial, clerical, technical and manual activities and employees from all levels.
This view was endorsed by L. D. White and Dimock.
It may differ from one agency to another depending on their sphere of work.
Managerial View

14. Historical and Legal Approach2
Historical and Legal Approach
Historical and Legal Approach:
The ‘Historical and Legal Approach’ to the study of Public Administration focuses on the administrative systems, process and policies practiced in the past and then try to interpret them relevantly in the context of present times.
Some scholars feel that this approach provides rich details regarding what did and did not work in the past.

15. Tip
The ‘Principle of Unity of Command’ implies one subordinate-one superior relationship.
Every subordinate is answerable and accountable to one boss at one time.
This helps in avoiding communication gaps and feedback and response is prompt.
‘Unity of Command’ also helps in effective combination of resources, that is, physical, financial resources which helps in easy co- ordination and, therefore, effective organization.

16. Gulick’s POSDCORB Planning Budgeting Staffing Coordination Organizing
Directing
Reporting

17. Significance of Budget in Public Administration
The modern democracies have the legislatures playing an important role in the managing of public finances.
The taxes that are collected and the revenues that are generated by the government through several means are to be used for the development and welfare of the society.

18. New Public Management Model
The term ‘New Public Management’ was coined by scholars from UK and Australia (Hood 1991 and Hood and Jackson 1991), to propose a new point of view towards the organizational design in the public sector.
‘New Public Management’ means the introduction of new institutional economics to public management and pattern changes in policy making.

19. Core Themes of the New Public Management
The core themes of the ‘New Public Management’ were:
A strong focus on financial control, value for money and increasing efficiency
A command and control mode of functioning, identifying and setting targets and continuance monitoring of performance, handing over the power to the senior management
Introducing audits at both financial and professional levels, using transparent means to review performances, setting benchmarks, using protocols to improve professional behavior
Greater customer orientation and responsiveness and increasing the scope of roles played by non public sector providers

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