Term Paper: Public Administration and Its Analysis

Pages: 10 (2624 words)  ·  Bibliography Sources: 1+  ·  Level: College Senior  ·  Topic: Business - Management  ·  Buy This Paper


[. . .] A concept known as "Meta-planning," this is about the process of planning the strategic management process itself to earn support and to pick up the organization's ability to assess itself and its environment, is of significance for the strategic planning process. It is also important for the management and the entire organization as a whole to be adjustable to changes and new factors when they emerge in the scenario.

However, the theory of strategic management for businesses is inadequate for the needs of applications for the public sector. Business planning is usually concentrated on some deviation from a single objective, which is the return on investment. This results in practices like portfolio analysis that require businesses to disinvest themselves of activities that are not satisfactorily lucrative. As the field of public administration has become more widely applicable, theorists that were focusing on the public administration applicability of the strategic management (Bowden and Klay, 1996).

The managers of public institutes and organizations cannot get rid of their unsuccessful tasks and responsibilities. These public managers have to plan with the multiple objectives of their organizations in mind, even if these objectives are at variance with each other and may be inadequately defined in law or legislation. The influence of the electoral cycles and the short-term of most political executives make it hard for professional public managers to make a case for the significance of the long-term future of the organization. (Hanson, McLanahan, and Thompson, 1996)

The stakeholders in a public organization are more varied and touchy and public managers have to deal with them in the direct focus of public inspection. In governments that are intended to put a limit on the executive authority, the chief executives of the biggest government agencies have a lesser amount of decision-making authority than that of a usual corporate Chief Executive Officer. The political state of affairs of some public organizations results in reactive, rather than hands-on policy formulation (Noam, 1995)

Public sector strategic management theory has for this reason stressed the requirement to take political circumstances into consideration. This is carried out by "meta-planning," this is the process of drawing up planning processes that integrate the viewpoints of all the stakeholders. Public managers have to build up interpersonal networks with care, both side and outside their organizations, in order to get the support and contribution of the many stakeholders of an agency. In some recommendations that are made for the strategic management of the public sector, the assessment of the stakeholder takes priority over the analysis of all other features of the organization's environment.

Factors in Public Administration That Need To Be De-Emphasized:

The profession of public administration should be looked upon as neither an academic subject nor a field of application. Educational disciplines, as they are generally defined, are completely based on the model of study of positive science, which is not sufficiently able to assist, and in some ways takes away from the enhancement of the techniques and methodology in practice. Because of their active view of the actual practice, the applied fields of necessity deal ineffectually, when they do deal, with the basic moral and ethical fears. In view of the collapse of the policy-administration dichotomy, the administrative practice of the public administration should be accepted as connecting far more than the active achievement of pre-set targets. Managerial practice is a type of moral and committed action, the appropriate perception and assessment calls for combination of both the value theory and a theory of knowledge that is not voluntarily inferred from the traditional way of thinking.

The model of positive science is of uncertain use in improving administrative practice, it is also unqualified for figuring out the practice of public administration scientifically in the most significant aspect, as a form of social action.

Most leaders have to gain knowledge of the organization itself to produce strategies that are based upon the strengths of an organization and should try to prop up its weaknesses.

The facets that make up an organization's strategies are the most vital to accomplish so that the organization is better positioned for the challenges of the future environment. However, this positioning is only going to be a success when the threats that the organization has from the external environment are averted and opportunities that are available are made out and followed.

The way in which a government institution is administered is a place where a campaign for to begin or carry on a quest for an equitable social order. Even though a few specific theories and plans for bringing about wide-ranging political, social, and financial changes may s seem to be rationally convincing, they may not be feasible as a practical plan. In view of their comparative scarceness, all opportunities for social change should be taken hold of as soon as and where they appear, in spite of whether the measures taken in the light of those opportunities match to a grand plan.


Preface to Public Administration, A Search for Themes and Direction" by Richard J. Stillman II, copyright 1991 by St. Marin's Press, Inc. As the primary reference source":

U.S. Bureau of the Census (1996). Current Population Reports. No. P25-1130.

Noam, Eli (1995). Electronics and the Dim Future of the University. Science 270 (October 13): 247-249..

Klay, William Earle and Lance DeHaven-Smith (1997). It's the Economy (Values, Stupid! Findings of the FloridaScan Project. Futures Research Quarterly 13:4 (Winter): 51-73.

Bell, Wendell (1997). Foundations of Futures Studies Volumes 1 & 2. New Brunswick, NJ: Transaction Publishers

Bowden, Margaret and W.E. Klay (1996). Contracting for 21st Century Infrastructure. Public Budgeting and Financial Management 8:3 (Fall): 384-405.

DeVita, Carol J. (1996). The United States at Mid-Decade. Population Bulletin 50:4 (March) entire issue

Frederickson, George (1997). The Spirit of Public Administration. San Francisco: Jossey Bass Publishers.

A www.pamij.com/99_4_2_Klay.html http://www.chatpress.com/action_Intro.html

W. Earle Klay and Reubin O'D, Positioning a Public Administration Program for the 21st Century Askew School of Public Administration and Policy Florida State University

Karoly, Lynn A. (1996). Anatomy of the U.S. Income Distribution: Two Decades of Change. Oxford Review of Economic History 12:1 (Spring): 76-95.

A www.imf.org/external/np/sec/pn/2001/pn01128.htm

http://www.oag-bvg.gc.ca/domino/other.nsf/html/99ipac_e.html www.cdt.org/crypto/admin/jb.testimony.html http://www.chatpress.com/action_Intro.html www.cdt.org/crypto/admin/jb.testimony.html www.imf.org/external/np/sec/pn/2001/pn01128.htm

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