Module 1

INTRODUCTION TO
PUBLIC ADMINISTRATION

Bartolay, Ma. Rona T.

Capulot, Jessica
Cordero, Ma. Rebecca
 GROUP
MEMBERS

Ma. Rona Bartolay Jessica Capulot Ma. Rebecca Cordero

TOPICS
History and Evolution of Public Administration

The Role of Public Programs in Society

Key Concepts in Program Management

Legal and Ethical Foundations of Program

Administration

Public Administration Theories and Models

 ADMINISTRATION
▪ Administration has to do with getting things done;
with the accomplishment of defined objectives
(Luther Gulick).
▪ Organization and direction of human and material
resources to achieve desired ends (Pfiffer and
Presthus).
▪ Administration is a universal practice and is also of
universal importance (Adebayo).
 PUBLIC ADMINISTRATION
▪ A detailed systematic execution of public law.
▪ Cooperative effort of a group of people in pursuit of common objective in the
process of managing public affairs.
▪ Implementation of government policy
▪ An academic discipline that studies government policy.
▪ It prepares civil servants for working in the public service.
▪ Organization of government policies and programs as well as the behavior of
officials( usually non-elected) formally responsible for their conduct.
 WOODROW WILSON (1887)
▪ PUBLIC ADMINISTRATION is the
detailed systematic execution
of public law. Every particular
application of law is public
administration.
JOHN J. CORSON AND J.P. HARRIS

▪ Public Administration is the

action part of government, the
means by which the purposes
and goals of government are
realized.
 L.D. WHITE
▪ Public Administration
consists of all those
operations having for their
purpose of fulfillment or
enforcement of public policy.
 LUTHER GULICK
▪ Public Administration is that part of
science of administration which has to
do with government and thus
concerned itself primarily with the
executive branch where the work of
government is done through there are
obviously problem connection with
legislative and judicial branches.
JAMES W. FESLER and DONALD F. KETTL (1996)

▪ Public Administration in all modern

nations is identified with the executive
branch of government. It includes the
shaping of policy on the way up,
execution of policy after it has been
made, and as a necessary part of the
execution, decision making about policy
matters on the way down.
 ROBERT B. DENHARDT (1995)
▪ Public Administration is
concerned with the
management of public
programs.
DAVID H. ROSEN BLOOM & ROBERT S. KRAVEHUK
(1997)
▪ Public Administration is the use of
managerial, political, and legal theories
and processes to fulfill legislative,
executive, and judicial governmental
mandates for the provisions of
regulatory and service functions for the
society as a whole or for some segments
of it.
 MILAKOVICH AND GORDON
▪ Public Administration as all processes, organizations,
and individuals acting in official positions and roles
associated with carrying out laws and other rules
adopted or issued by legislatures, executives, and
courts (many activities are also concerned with
formulations of these rules).
▪ Public Administration is also a field of academic and
community study and professional training leading to
public service careers at all levels of government.
 S.P. NAIDU
▪ Covers all three branches of government, although it
ends to be concentrated in the executive branch.
▪ Provides regulatory and service functions to the
people in order to attain good life.
▪ Differs significantly from private administration,
especially in its emphasis on public and interdisciplinary
in nature as it draws upon other social science like
political science, economics and sociology.
FELIX A. NIGRO & LLOYD G. NIGRO (1989)
▪ Is a cooperative group effort in a public setting.
▪ Covers all three branches- Executive, Legislative,
and Judicial-and their interrelationships.
▪ Has an important role in the formulation of public
policy, and is thus part of the political process.
Characteristics Of Public Administration:
▪ SERVING PUBLIC INTEREST.
▪ FORMULATION OF RULES AND PROCEDURES.
▪ TRANSPARENCY IN GOVERNMENT.
▪ EQUALITY IN SOCIETY.
▪ ENSURES COMPLIANCE WITH PUBLIC POLICIES.
▪ RESPONSIBLE FOR STATE ADMINISTRATIVE FUNCTIONS.
▪ TAX COLLECTION ON BEHALF OF THE GOVERNMENT.
▪ FOCUSES ON SERVICE AND NOT ON MONEY-MAKING.
 SCOPE OF PUBLIC ADMINISTRATION
Traditional View Modern View

▪ Executive branch only ▪ Executive, Legislative and Judiciary

▪ Covers the organization, ▪ As whole government in action by
personnel, practices and democracy all major administrative
procedures essential to policies and legislature also exercise
effective performance of the control over administration the
civilian functions entrusted to policies are implemented. Judiciary
the executive branch. has the power to restrain P.A. from
unconstitutional, illegal and arbitrary
acts.
“POSDCORB View” - Developed by Luther Gulick (1997) to
explain the basic process that transpire in any particular
office of the government.
▪ Planning – working out the broad outline of the things that need to be done
▪ Organizing – establishment of the formal structure of authority through which the work is
sub-divided, arranged and co-ordinated for the defined objective.
▪ Staffing – recruitment and training of the staff and maintenance of favourable
conditions of work for the staff
▪ Directing – continuous task of making decisions and embodying them in specific and
general orders and instructions, and thus guiding the enterprise
▪ Coordinating – interrelating the various parts of organization such as branches, divisions,
sections of the work and elimination of overlapping
▪ Reporting – informing the authority to whom the executive is responsible as to what is
going on
▪ Budgeting – accounting, fiscal planning and control
 ELEMENTS of Public Administration
▪ ORGANIZATION – Static part and anatomy of public administration. Structuring
of individuals and functions in to productive relationships.
▪ MANAGEMENT OF PERSONNEL – Dynamic aspect and Physiology of
Administration. Direction of individuals and functions to achieve the
predetermined ends.
▪ METHOD AND PROCEDURE – Technique of administrating, process of working,
and the law of administration.
▪ MATERIAL AND SUPPLY – Tools to help the administrative work is carried on.
▪ PUBLIC FINANCE – Chief determining factor, as the efficiency and the prestige
of the administration depends upon it.
▪ ADMINISTRATIVE ACCOUNTABILITY – in Internal control as well as external
responsibility to the judiciary, the legislative and the people.
The role of public programs in the society

1. Promoting Social Welfare and Equity

2. Ensuring Public Health and Safety
3. Supporting Economic Stability and Growth
4. Providing Public Goods and Services
5. Enhancing the Quality of Life
6. Promoting Civic Engagement and Democracy
7. Responding to Crises and Emergencies
KEY CONCEPTS OF
PROGRAM
MANAGEMENT
Program Management

• Program management is a critical discipline within

public administration, focusing on the coordinated
management of multiple related projects to achieve
strategic objectives and deliver organizational value. It
involves various processes, methodologies, and
practices aimed at ensuring the successful
implementation and sustainability of programs.
 Role of a Project Manager
• Accountability of the entire project is the role of the project manager. The task of the project
manager is to guide, monitor and regulate the project from start to finish. Project managers
should not perform the tasks within the project - it is sufficient to manage the project.
• The project manager has to identify the project, decrease it to a collection of manageable
activities, get adequate funds and create a squad to do the job.
• The project manager has to set the project's ultimate objective and motivate the project
squad to finish the project on time.
• The project manager must regularly report advancement to all stakeholders.
• The project manager must evaluate and monitor and mitigate the hazards to the project.
• No project will ever go as scheduled. Project managers need to know how to adapt and
handle the transition.
 Program Life Cycle:
● Initiation: Defining the program's objectives, scope, stakeholders, and initial requirements. This phase
involves the creation of a program charter, outlining the vision, goals, and governance structure.
● Planning: Developing detailed plans to guide the program's execution. This includes defining the
program roadmap, creating schedules, allocating resources, setting budgets, and establishing
performance metrics.
● Execution: Implementing the program plans through coordinated management of projects and
activities. This phase focuses on delivering outputs, managing resources, and ensuring alignment with
the program's objectives.
● Monitoring and Controlling: Continuously tracking program performance against the plan. This involves
measuring progress, managing risks, addressing issues, and making adjustments to keep the program
on track.
● Closure: Finalizing all program activities, delivering the intended benefits, and formally closing the
program. This phase includes evaluating performance, documenting lessons learned, and ensuring a
smooth transition of program outputs to operational status.
Program Governance

● Governance Framework: Establishing the policies, procedures, and

structures for decision-making and oversight. Effective governance ensures
accountability, transparency, and alignment with organizational goals.
● Steering Committee: A group of senior stakeholders responsible for
providing strategic direction, approving key decisions, and resolving high-
level issues. The steering committee ensures that the program remains
aligned with organizational priorities.
Stakeholder Management

● Identification: Identifying all stakeholders who have an interest or influence

in the program. This includes internal and external stakeholders such as
sponsors, customers, team members, and regulatory bodies.
● Engagement: Developing strategies to effectively engage stakeholders,
manage their expectations, and address their concerns. Regular
communication and involvement are crucial for building trust and securing
support.
Benefits Management

● Benefits Realization: Ensuring that the program delivers the intended benefits and value to the
organization. This involves defining measurable benefits, tracking their achievement, and
making necessary adjustments to maximize value.
● Benefits Mapping: Creating a benefits map that links program outputs to desired outcomes
and benefits. This visual representation helps in understanding how the program contributes to
strategic goals.
Risk Management

● Identification: Identifying potential risks that could impact the program's success. Risks can be
internal or external, such as resource constraints, technological challenges, or regulatory
changes.
● Assessment: Evaluating the likelihood and impact of identified risks. This helps prioritize risks
and determine appropriate response strategies.
● Mitigation: Developing and implementing plans to reduce the likelihood or impact of risks.
Effective risk management ensures that potential issues are addressed proactively.
Quality Management

● Quality Planning: Defining quality standards and criteria for program outputs and processes. Quality planning
ensures that deliverables meet stakeholder expectations and regulatory requirements.
● Quality Assurance and Control: Implementing processes to monitor, measure, and improve quality throughout
the program life cycle. Quality assurance involves proactive measures, while quality control focuses on
identifying and correcting defects.
Integration Management

● Coordination: Ensuring that all program components are aligned and working together
towards common objectives. Integration management involves synchronizing schedules,
resources, and activities across multiple projects.
● Change Management: Managing changes to the program scope, objectives, or plans in a
controlled manner. Effective change management ensures that changes are evaluated,
approved, and implemented without disrupting program progress.
Communication Management

● Planning: Developing a communication plan that outlines the information needs of

stakeholders, communication methods, frequency, and responsible parties. Effective
communication is essential for keeping stakeholders informed and engaged.
● Execution: Implementing the communication plan by delivering timely and relevant
information to stakeholders. This includes regular status updates, progress reports, and
feedback mechanisms.
Performance Management

● Metrics and KPIs: Defining key performance indicators (KPIs) and metrics to measure program
success. These indicators provide a basis for evaluating progress and identifying areas for
improvement.
● Monitoring: Continuously tracking performance against established metrics and KPIs. This
involves collecting data, analyzing trends, and generating performance reports.
Knowledge Management

● Documentation: Capturing and documenting key information, lessons learned, best practices,
and knowledge gained throughout the program. Effective documentation ensures that
valuable insights are preserved and accessible.
● Sharing: Facilitating knowledge sharing among program team members and stakeholders.
This promotes continuous learning and improvement across the organization.
LEGAL AND ETHICAL
FOUNDATIONS OF
PROGRAM
ADMINISTRATION
Legal Foundations

• Program administration operates within a framework of legal and ethical guidelines that
ensure programs are managed lawfully, responsibly, and in a manner that promotes public
trust and accountability. Understanding these foundations is crucial for effective and ethical
program management.
 Legal Foundations
● Regulatory Compliance: Program administrators must ensure compliance with relevant laws, regulations, and
standards. This includes federal, state, and local laws that govern the specific sector or industry of the program.
● Contracts and Agreements: Legal agreements, such as contracts, Memorandums of Understanding (MOUs), and
service-level agreements, are essential for defining the roles, responsibilities, and expectations of all parties
involved in a program.
● Intellectual Property: Programs often involve the creation, use, or dissemination of intellectual property (IP).
Administrators must navigate IP laws to protect copyrights, patents, trademarks, and trade secrets.
● Labor Laws: Adhering to labor laws and employment regulations ensures fair treatment of employees and
contractors. This includes compliance with wage laws, workplace safety standards, and anti-discrimination laws.
● Privacy and Data Protection: Programs that handle personal data must comply with data protection laws such as
the General Data Protection Regulation (GDPR) and the Health Insurance Portability and Accountability Act
(HIPAA). This ensures the privacy and security of sensitive information.
● Environmental Regulations: Programs that impact the environment must adhere to environmental laws and
regulations, ensuring sustainable practices and minimizing negative environmental effects.
 Ethical Foundations
● Integrity and Honesty: Program administrators must demonstrate integrity and honesty in all dealings. This
includes transparent decision-making, truthful reporting, and avoiding misleading information.
● Accountability: Administrators are accountable to stakeholders, including the public, funders, and partners.
They must be responsible for program outcomes and transparent about progress and challenges.
● Fairness and Equity: Ethical program administration requires treating all stakeholders fairly and equitably. This
involves ensuring equal access to program benefits and avoiding discrimination or favoritism.
● Conflict of Interest: Administrators must identify and manage conflicts of interest to ensure decisions are
made in the program's best interest, not influenced by personal gain.
● Confidentiality: Respecting confidentiality and protecting sensitive information is critical. Administrators must
ensure that confidential information is accessed and disclosed only to authorized individuals.
● Public Service Ethics: In public programs, administrators must uphold the principles of public service ethics,
including serving the public good, using public resources responsibly, and maintaining public trust.
 Ethical Decision-Making
● Ethical Frameworks: Applying ethical frameworks, such as utilitarianism (maximizing overall happiness),
deontology (duty-based ethics), and virtue ethics (focusing on character), can guide decision-making
processes.
● Ethical Dilemmas: Administrators often face ethical dilemmas where conflicting values or interests must be
balanced. Structured approaches, like ethical decision-making models, can help navigate these
complexities.
● Whistleblower Protections: Encouraging a culture where employees can report unethical behavior without
fear of retaliation is crucial. Whistleblower protections safeguard those who expose wrongdoing.
 Codes of Conduct and Professional Standards
● Organizational Codes: Many organizations have codes of conduct that outline expected behaviors and
ethical standards for employees and administrators. Adhering to these codes promotes a culture of integrity.
● Professional Associations: Membership in professional associations often requires adherence to ethical
standards and codes of ethics specific to the profession, such as those established by the Project
Management Institute (PMI) or the American Society for Public Administration (ASPA).
PUBLIC
ADMINISTRATION
THEORIES AND MODELS
Public administration theory

• Public administration theories and models provide frameworks for understanding how
public organizations operate and how public policies are formulated, implemented, and
evaluated. These theories help practitioners and scholars analyze administrative
processes, improve governance, and enhance public service delivery.
 Classical Theories
● Bureaucratic Theory (Max Weber): Weber's theory emphasizes a structured,
hierarchical organization governed by clear rules and procedures. Key features
include a division of labor, a formal chain of command, and merit-based
advancement.
● Scientific Management (Frederick Taylor): Taylor's principles focus on improving
efficiency and productivity through systematic observation, measurement, and
analysis of work processes. He advocated for standardizing tasks and optimizing
worker performance.
● Administrative Management (Henri Fayol): Fayol identified five key functions of
management: planning, organizing, commanding, coordinating, and controlling. He
also outlined 14 principles of management, such as division of work, authority,
discipline, and unity of command.
Human Relations and Behavioral Theory
● Human Relations Theory (Elton Mayo): Arising from the Hawthorne Studies, this
theory emphasizes the importance of social factors, employee morale, and
leadership styles in influencing productivity and job satisfaction.
● Theory X and Theory Y (Douglas McGregor): McGregor proposed two contrasting
views of human motivation and management. Theory X assumes that employees
are inherently lazy and require strict supervision, while Theory Y assumes that
employees are self-motivated and capable of self-direction.
● Motivation-Hygiene Theory (Frederick Herzberg): Herzberg distinguished between
hygiene factors (e.g., salary, working conditions) that can cause dissatisfaction if
absent and motivators (e.g., recognition, achievement) that enhance job
satisfaction and performance.
Systems Theory

Open Systems Theory: This theory views organizations as open systems that
interact with their external environment. It emphasizes the importance of
feedback loops, adaptability, and the interdependence of organizational
components.
New Public Management Theory

● Market-Based Approaches: NPM advocates for the adoption of

private sector management practices in the public sector. It
emphasizes efficiency, performance measurement, customer
orientation, and decentralization.
● Performance Management: NPM promotes the use of
performance indicators, benchmarking, and results-oriented
management to improve public service delivery and
accountability.
Governance and Network Theories

● Collaborative Governance: This theory highlights the importance of

collaboration between government, private sector, and civil society
organizations in addressing complex public issues. It emphasizes the
role of networks, partnerships, and stakeholder engagement.
● New Public Governance: This model focuses on the pluralistic and
networked nature of contemporary governance. It emphasizes the
role of various actors in the policy process, including non-state actors
and multi-level governance structures.
Postmodern Public Administration

● Critical and Interpretive Approaches: Postmodern theories challenge

traditional assumptions and emphasize the subjective, fragmented,
and socially constructed nature of public administration. They focus
on discourse, power relations, and the role of language and symbols
in shaping administrative practices.
Thank you!