Public Management and Organisations
,WEEK 1: INTRODUCTION (RAINEY CHAPTER 1-2)
Paper: Theoretical analysis of a case 30%
Due December 1th
Written exam: Closed book exam 70%
December 17th, 18:00
Public Administration:
How is the PA sector run?
Who is running it?
How is it structured?
Elements of organisations:
Cooperation by a group of people
Shared goals, tasks, norms and values
Defined organizational structures; formal internal rules and procedures
Definition: “An organization is a system that moves constantly and uses certain resources (input) which it processes
(though put) in order to process an end product (output)”.
Scott’s division of approaches (1998)
Rational theories
- Organizations as instruments designed to attain specific goals in the most logical and efficient manner
using logical plans, impersonal rules, and rational division of responsibility among personnel.
Natural theories
- Organizations as social and human systems
- Organiza………….
System’s -metaphor
System transform input into output
- Input > Throughput > Output
- Output > Feedback > Influence on new input
Approaches to organisations
Classic theories
- Taylor/Scientific Management:
- Weber: Bureaucracy as ideal
- Administration Management School
Early Human
, Classic Theories
Taylor – Scientific Management 1967
Taylor – the Principle of Scientific Management
- Division of tasks and responsibility between management and worker
Scientific
- Gather into > analyze > derive rules and guidelines
Manager
- The brain
- Transferring of information to effective/efficient work process
Worker
- The hands
- Managers select and train the worker
- Workers merely execute the work\negative view on workers
One best way
- The most efficient way to perform tasks
Rational theory
Closed system theory because the theory doesn’t take into account the external influences. It will only take
internal feedback
Weber – Bureaucracy
“ Bureaucracy and legitimate authority” – 1986
He was not a fan of charismatic leaders:
- Maybe the next leader won’t be that good
- The leadership is not based on skills and knowledge
- He didn’t have a negative view on the workers, in contrary to Taylor.
Weber: Bureaucracy as an ideal type
- Rules
- Hierarchy
- Trained experts (they were chosen because of their expertise)
- Management according to rules
- Full-time career
- Calling
- Neutral
- Bureaucracy and democracy are complementary because it brings some rules and equality for the
people. Bureaucracy leads to democracy.
Rational theory
Closed system theory
One best way
Administrative management School
Principles of administration
- Planning, organizing, supervising, controlling and delegation of power
- Principles provide effective organizations
- Dicision and coordination of activities
Gulick (1937)
- Division of work – Specialization matches skills to tasks
- Coordination of work:
,WEEK 1: INTRODUCTION (RAINEY CHAPTER 1-2)
Paper: Theoretical analysis of a case 30%
Due December 1th
Written exam: Closed book exam 70%
December 17th, 18:00
Public Administration:
How is the PA sector run?
Who is running it?
How is it structured?
Elements of organisations:
Cooperation by a group of people
Shared goals, tasks, norms and values
Defined organizational structures; formal internal rules and procedures
Definition: “An organization is a system that moves constantly and uses certain resources (input) which it processes
(though put) in order to process an end product (output)”.
Scott’s division of approaches (1998)
Rational theories
- Organizations as instruments designed to attain specific goals in the most logical and efficient manner
using logical plans, impersonal rules, and rational division of responsibility among personnel.
Natural theories
- Organizations as social and human systems
- Organiza………….
System’s -metaphor
System transform input into output
- Input > Throughput > Output
- Output > Feedback > Influence on new input
Approaches to organisations
Classic theories
- Taylor/Scientific Management:
- Weber: Bureaucracy as ideal
- Administration Management School
Early Human
, Classic Theories
Taylor – Scientific Management 1967
Taylor – the Principle of Scientific Management
- Division of tasks and responsibility between management and worker
Scientific
- Gather into > analyze > derive rules and guidelines
Manager
- The brain
- Transferring of information to effective/efficient work process
Worker
- The hands
- Managers select and train the worker
- Workers merely execute the work\negative view on workers
One best way
- The most efficient way to perform tasks
Rational theory
Closed system theory because the theory doesn’t take into account the external influences. It will only take
internal feedback
Weber – Bureaucracy
“ Bureaucracy and legitimate authority” – 1986
He was not a fan of charismatic leaders:
- Maybe the next leader won’t be that good
- The leadership is not based on skills and knowledge
- He didn’t have a negative view on the workers, in contrary to Taylor.
Weber: Bureaucracy as an ideal type
- Rules
- Hierarchy
- Trained experts (they were chosen because of their expertise)
- Management according to rules
- Full-time career
- Calling
- Neutral
- Bureaucracy and democracy are complementary because it brings some rules and equality for the
people. Bureaucracy leads to democracy.
Rational theory
Closed system theory
One best way
Administrative management School
Principles of administration
- Planning, organizing, supervising, controlling and delegation of power
- Principles provide effective organizations
- Dicision and coordination of activities
Gulick (1937)
- Division of work – Specialization matches skills to tasks
- Coordination of work:
