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3.2 The planning Function
The planning processes
 Establishing objectives
 Developing premises
 Determining courses of actions
 Evaluating alternative course of actions
 Selecting courses of actions
 Formulating derivative plans
 Number zing plans by budgeting
 Implementing plans
 Controlling and implementing the plans
Types of plans
I: Scope / Breadth Dimensions
a. Strategic plan: is process which organization leaders
define their vision for the future and identify their
organization goals and objectives.
b. Tactical plan: are midway plans, outlines the short term
steps and actions that should be taken to achieve the
goals described in the strategic plan.
c. Operational plan :describe what will hope during agiven
period of time
 concerned with the day to day activities
Cont….
II: Time dimension
A: long range plans :- all strategic plans are long range
plans
B: medium range plans : all tactical plans are medium
range plans
C: short range plans :-all operational plans are short range
plans
Characteristics of good plan
 Objectivity
 Futurity
 Flexibility
 Stability
 Comprehensiveness
 Simplicity and clarity
 Action oriented
The organizing function
Definition :
 Organizing is the management processes or function that
focuses on allocating and arranging human and non
human (physical)resources in order to carry out plans
successfully .
The organizing processes
 Identification of the objectives
 Identification of the specific activities
 Grouping the activities
 Assigning group activities
 Profession for coordination
Cont…..
Delegation authority
 Is the downward pushing authority from superior to
subordinates to make decisions within their area of
responsibilities .
The processes of Delegation
 Assignment of tasks
 Delegation authority
 Acceptance of responsibility
 Creation of accountability
Departmentalization
 Bases for departmentalization are by function ,by
territory or geography, by product. By customer and by
processes.
Staffing
 After organizing function is completed staffing becomes
the next function of the manager
 It is the processes of assigning prospective employee to
fill up the vacant jobs or position created at the
preceding managerial functions
Processes of staffing
 Recruitment __Selection __Induction __placement
__Appraisal __ promotion __ Record keeping __ Reward
Directing (leading) function
 Is the management function that involves influencing
others to engage in the work behaviors necessary to reach
organizational goals .
Controlling Function
 Is the management function that is aimed at regulating
organizational activities so that actual performance
conforms to be expected organizational standards and
goals
 Controlling simply means monitoring task accomplishment
and taking necessary measures.
Chapter 4
major area of public administration
4.1. Public policy
 According to Rumki Basu (1994:270), Policy can be
broadly defined as a "proposed course of action of an
individual, a group, an institution or government, to
realize a specific objective.
 Policy is a set of interrelated decisions taken by a political
actor or group of actors concerning the selection of goals
and the means of achieving them within a specified
situation.
 Public policies are those, which are developed by
governmental bodies and officials
 Public policy can be defined as the fundamental principal
That are established to regulate the actions of the
government`s administrative executive branch.
Reasons for the study of Public Policy
 Public policy plays a crucial role in shaping societies and
addressing complex challenges faced government and
public institution and it is importance can be highlighted
as follows .
 Addressing social issues
 Promoting public welfare
 Guiding resource allocation
 Fostering economic growth
 Ensuring social justice
 Enhancing government and democracy
 Managing complexity
 Promoting long term sustainability
 Public policy education
 Effective Administration
Approaches of Public policy
1. The incremental approach
 Firstly, administrators operating under limited resources
take up on a priority bases programs of immediate
relevance. Secondly, they do not outline a wide range of
possibilities in selecting appropriate policies, but only a
few "incremental" steps that appear to them feasible on
the basis of their experiences.
Two advantages of incrementalism are identified, namely:
 Decision-makers could proceed through a succession of
small incremental changes, thereby have the advantage
of avoiding serious alterations in case of mistakes in
decision making.
 This method is truly reflective of the policy-making
process by means of consensus and gradualism and
contemplates possible changes in public policies,
Con….
Disadvantages of incremental approach
 Incrementalism can result in important policy options being
overlooked.
 Incrementalism discourages social innovation and is
partisan in approach, which in reality means the interests
of the most powerful get maximum attention by policy-
makers.
 Incrementalism cannot be applied to fundamental
decisions such as declaration of war, hence cannot be
considered as an approach without flaws or mistakes
The rational comprehensive approach
 Is theoretical model how public policy decisions are taken
Criticism of rational method
 The rational method has been criticized as being
impracticable for a number of reasons:
1. It is practically impossible to collect all information and
make a complete list of policy options,
2. The process involved in this approach is time consuming
and expensive,
3. The assumptions that values can be ranked and
classified is erroneous, since there are always differences
among the legislatures, administrators and the public on
the values that a nation should pursue.
4. The assumptions to consider everything before a new
policy is decided is impossible since the
5. consequences of adopting a new policy is in most cases
unknown
4.2.Personnel Administration (Management)
 Personnel administration or management is that part of
administration concerned with the management of people
at work.
 concern of personnel management is the efficient utilization
of employees of an organization.
4.2.1. The Concept of a Career Civil Service
 Civil service:- the body of government officials who are
employed in civil occupations that are neither political nor
judicial.
 Willoughby defined career civil service as: "A system that
offers equal opportunities to all citizens to enter the
government service, equal pay to all employees doing work
requiring the same degree of intelligence and capacity,
equal opportunities for advancement, equal favorable
conditions and equal participation in retirement allowances
and makes equal demands upon the employees".
Main characteristics of a career civil service
 Permanence of tenure and stability of service,
 Equal opportunity of competing for government services,
 Merit to be the sole criteria of recruitment with due
recognition to ability and personal efficiency in a sound
promotion system,
 Fairly large extent of territorial jurisdiction of public
employees to enlarge their scope of activity and improve
their avenues for promotions
 Adequate steps taken to provide in-service training to civil
servants to keep them in touch with the latest trends and
developments in administrative theory and practice.
4.2.2. Recruitment of Personnel
 Public recruitment may be defined as that process through
which suitable candidates are included to compete for
appointments to the public service.
The recruitment and selection process
 .Develop/obtain accurate job description
 Defining the ideal candidate
 .Announcement of vacancies (invitation of candidates) through
newspapers, journals, and any other appropriate media.
 Short-listing of the most appropriate applicants.
 Holding of examinations for testing or determining the abilities
of recruits
 Selecting the best or eligible candidate
 Placement or appointment of selected recruits.
 Induction or orientation of the employee
4.2.3. Training
 Training means imparting of specialized knowledge of facts
and their interrelationships; or teaching of techniques that
require the coordinated handling of tools, appliances and
physical faculties; or the formation of mental and physical
habit patterns to ensure automatic responses to work
efficiency.
4.2.4. Performance Appraisal
 The term "performance appraisal" implies the process of
valuing the employee's worth to the organization, with a
view to increasing it.
 Performance appraisal is the evaluation of the
performance of the employee against agreed upon
standards.
Cont…
Management's objectives in performance appraisal may
include:
To help improve current performance,
To set objectives for individual performance
To assess training and development needs,
To assess future potential for promotion
 To give employees feedback on their performances,
 To counsel employees for career opportunities
To rate employees' performance for salary review
purposes
 To encourage managers to think carefully about the
general factors that influence the performance of their
employees, including their own leadership style and
behavior.
Types of appraisal system
 personality-based (trait-based): are largely depends on the
judgments of managers about their subordinates on such
dimensions or personality characteristics as intelligence,
initiative or loyalty.
 Result-oriented or performance-based appraisal system :
concentrates on the actual performance of an employee
measured on the basis of agreed upon plans between the
manager and subordinate, and specific objectives or
performance targets.
 Critical incident appraisal system :It refers to the rating of an
employee when he/she produces an extra-ordinary result that
might not be part of the plan in the normal task job.
4.2.5. Promotion
 Promotion is a reward to an employee, which entails a
change in position and status in the organizational
hierarchy and pay scale.
4.3.Financial Administration
 Financial administration is the management of the finance
of a state or of a public authority endowed with taxing and
spending powers.
Financial administration involves the activities of four
agencies:-
 the Executive, which needs and spends the funds
 the Legislature, which grants the funds and appropriates
them to particular agencies
 the Finance Ministry, which controls the expenditure
 the Audit, which sits in judgment over the way in which the
funds have been spent.
4.3.2. Sources of Public Finance
 The main sources of finance in most governments are taxes,
print money, borrowing, sales of assets, user charges and
fees.
4.3.3. Budget
 In public administration, the term "budget" refers to a
financial document, which is annually placed before the
legislature by the executive, giving a complete statement
regarding the government revenues and expenditure of the
past financial year and an estimate of the same for the next
financial year.
4.3.4. Features of a Budget
 Line-Item Budgeting: such as salary, overtime pay, postage,
fuel and oil, office supplies, and so forth.
 Performance Budgeting: Performance budgeting is a
financial document that seeks the implementation of
government programs through budget allocation.
Cont..
Performance budgeting has a number of merits
 It makes possible to establish identifiable linkages between
policy and performance, inputs and outputs,
 It would improve the budgetary processes and related fiscal
policy-making coupled with the analysis of actual
governmental performance
 It would help to evolve a better system of financial
accountability and legislative control.
 It would facilitate the process of audit of governmental
operations
 It would make effective result-oriented assessment of the
long-term development policies of the government.
 It would help to eliminate waste and inefficiency in the
financial transactions of the government, to be more
developmental-oriented
Cont……
Limitation of performance budget
 It focuses on quantitative evaluation rather than
qualitative evaluation
 It is an effective without proper and systematic
accounting and reporting system
 It is difficult to quantify social benefits

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chapter 3 & 4 ppt PA.pptx lecture note1

  • 1. 3.2 The planning Function
  • 2. The planning processes  Establishing objectives  Developing premises  Determining courses of actions  Evaluating alternative course of actions  Selecting courses of actions  Formulating derivative plans  Number zing plans by budgeting  Implementing plans  Controlling and implementing the plans
  • 3. Types of plans I: Scope / Breadth Dimensions a. Strategic plan: is process which organization leaders define their vision for the future and identify their organization goals and objectives. b. Tactical plan: are midway plans, outlines the short term steps and actions that should be taken to achieve the goals described in the strategic plan. c. Operational plan :describe what will hope during agiven period of time  concerned with the day to day activities
  • 4. Cont…. II: Time dimension A: long range plans :- all strategic plans are long range plans B: medium range plans : all tactical plans are medium range plans C: short range plans :-all operational plans are short range plans Characteristics of good plan  Objectivity  Futurity  Flexibility  Stability  Comprehensiveness  Simplicity and clarity  Action oriented
  • 5. The organizing function Definition :  Organizing is the management processes or function that focuses on allocating and arranging human and non human (physical)resources in order to carry out plans successfully . The organizing processes  Identification of the objectives  Identification of the specific activities  Grouping the activities  Assigning group activities  Profession for coordination
  • 6. Cont….. Delegation authority  Is the downward pushing authority from superior to subordinates to make decisions within their area of responsibilities . The processes of Delegation  Assignment of tasks  Delegation authority  Acceptance of responsibility  Creation of accountability Departmentalization  Bases for departmentalization are by function ,by territory or geography, by product. By customer and by processes.
  • 7. Staffing  After organizing function is completed staffing becomes the next function of the manager  It is the processes of assigning prospective employee to fill up the vacant jobs or position created at the preceding managerial functions Processes of staffing  Recruitment __Selection __Induction __placement __Appraisal __ promotion __ Record keeping __ Reward
  • 8. Directing (leading) function  Is the management function that involves influencing others to engage in the work behaviors necessary to reach organizational goals . Controlling Function  Is the management function that is aimed at regulating organizational activities so that actual performance conforms to be expected organizational standards and goals  Controlling simply means monitoring task accomplishment and taking necessary measures.
  • 9. Chapter 4 major area of public administration 4.1. Public policy  According to Rumki Basu (1994:270), Policy can be broadly defined as a "proposed course of action of an individual, a group, an institution or government, to realize a specific objective.  Policy is a set of interrelated decisions taken by a political actor or group of actors concerning the selection of goals and the means of achieving them within a specified situation.  Public policies are those, which are developed by governmental bodies and officials  Public policy can be defined as the fundamental principal That are established to regulate the actions of the government`s administrative executive branch.
  • 10. Reasons for the study of Public Policy  Public policy plays a crucial role in shaping societies and addressing complex challenges faced government and public institution and it is importance can be highlighted as follows .  Addressing social issues  Promoting public welfare  Guiding resource allocation  Fostering economic growth  Ensuring social justice  Enhancing government and democracy  Managing complexity  Promoting long term sustainability  Public policy education  Effective Administration
  • 11. Approaches of Public policy 1. The incremental approach  Firstly, administrators operating under limited resources take up on a priority bases programs of immediate relevance. Secondly, they do not outline a wide range of possibilities in selecting appropriate policies, but only a few "incremental" steps that appear to them feasible on the basis of their experiences. Two advantages of incrementalism are identified, namely:  Decision-makers could proceed through a succession of small incremental changes, thereby have the advantage of avoiding serious alterations in case of mistakes in decision making.  This method is truly reflective of the policy-making process by means of consensus and gradualism and contemplates possible changes in public policies,
  • 12. Con…. Disadvantages of incremental approach  Incrementalism can result in important policy options being overlooked.  Incrementalism discourages social innovation and is partisan in approach, which in reality means the interests of the most powerful get maximum attention by policy- makers.  Incrementalism cannot be applied to fundamental decisions such as declaration of war, hence cannot be considered as an approach without flaws or mistakes
  • 13. The rational comprehensive approach  Is theoretical model how public policy decisions are taken Criticism of rational method  The rational method has been criticized as being impracticable for a number of reasons: 1. It is practically impossible to collect all information and make a complete list of policy options, 2. The process involved in this approach is time consuming and expensive, 3. The assumptions that values can be ranked and classified is erroneous, since there are always differences among the legislatures, administrators and the public on the values that a nation should pursue. 4. The assumptions to consider everything before a new policy is decided is impossible since the 5. consequences of adopting a new policy is in most cases unknown
  • 14. 4.2.Personnel Administration (Management)  Personnel administration or management is that part of administration concerned with the management of people at work.  concern of personnel management is the efficient utilization of employees of an organization. 4.2.1. The Concept of a Career Civil Service  Civil service:- the body of government officials who are employed in civil occupations that are neither political nor judicial.  Willoughby defined career civil service as: "A system that offers equal opportunities to all citizens to enter the government service, equal pay to all employees doing work requiring the same degree of intelligence and capacity, equal opportunities for advancement, equal favorable conditions and equal participation in retirement allowances and makes equal demands upon the employees".
  • 15. Main characteristics of a career civil service  Permanence of tenure and stability of service,  Equal opportunity of competing for government services,  Merit to be the sole criteria of recruitment with due recognition to ability and personal efficiency in a sound promotion system,  Fairly large extent of territorial jurisdiction of public employees to enlarge their scope of activity and improve their avenues for promotions  Adequate steps taken to provide in-service training to civil servants to keep them in touch with the latest trends and developments in administrative theory and practice.
  • 16. 4.2.2. Recruitment of Personnel  Public recruitment may be defined as that process through which suitable candidates are included to compete for appointments to the public service. The recruitment and selection process  .Develop/obtain accurate job description  Defining the ideal candidate  .Announcement of vacancies (invitation of candidates) through newspapers, journals, and any other appropriate media.  Short-listing of the most appropriate applicants.  Holding of examinations for testing or determining the abilities of recruits  Selecting the best or eligible candidate  Placement or appointment of selected recruits.  Induction or orientation of the employee
  • 17. 4.2.3. Training  Training means imparting of specialized knowledge of facts and their interrelationships; or teaching of techniques that require the coordinated handling of tools, appliances and physical faculties; or the formation of mental and physical habit patterns to ensure automatic responses to work efficiency. 4.2.4. Performance Appraisal  The term "performance appraisal" implies the process of valuing the employee's worth to the organization, with a view to increasing it.  Performance appraisal is the evaluation of the performance of the employee against agreed upon standards.
  • 18. Cont… Management's objectives in performance appraisal may include: To help improve current performance, To set objectives for individual performance To assess training and development needs, To assess future potential for promotion  To give employees feedback on their performances,  To counsel employees for career opportunities To rate employees' performance for salary review purposes  To encourage managers to think carefully about the general factors that influence the performance of their employees, including their own leadership style and behavior.
  • 19. Types of appraisal system  personality-based (trait-based): are largely depends on the judgments of managers about their subordinates on such dimensions or personality characteristics as intelligence, initiative or loyalty.  Result-oriented or performance-based appraisal system : concentrates on the actual performance of an employee measured on the basis of agreed upon plans between the manager and subordinate, and specific objectives or performance targets.  Critical incident appraisal system :It refers to the rating of an employee when he/she produces an extra-ordinary result that might not be part of the plan in the normal task job.
  • 20. 4.2.5. Promotion  Promotion is a reward to an employee, which entails a change in position and status in the organizational hierarchy and pay scale.
  • 21. 4.3.Financial Administration  Financial administration is the management of the finance of a state or of a public authority endowed with taxing and spending powers. Financial administration involves the activities of four agencies:-  the Executive, which needs and spends the funds  the Legislature, which grants the funds and appropriates them to particular agencies  the Finance Ministry, which controls the expenditure  the Audit, which sits in judgment over the way in which the funds have been spent.
  • 22. 4.3.2. Sources of Public Finance  The main sources of finance in most governments are taxes, print money, borrowing, sales of assets, user charges and fees. 4.3.3. Budget  In public administration, the term "budget" refers to a financial document, which is annually placed before the legislature by the executive, giving a complete statement regarding the government revenues and expenditure of the past financial year and an estimate of the same for the next financial year. 4.3.4. Features of a Budget  Line-Item Budgeting: such as salary, overtime pay, postage, fuel and oil, office supplies, and so forth.  Performance Budgeting: Performance budgeting is a financial document that seeks the implementation of government programs through budget allocation.
  • 23. Cont.. Performance budgeting has a number of merits  It makes possible to establish identifiable linkages between policy and performance, inputs and outputs,  It would improve the budgetary processes and related fiscal policy-making coupled with the analysis of actual governmental performance  It would help to evolve a better system of financial accountability and legislative control.  It would facilitate the process of audit of governmental operations  It would make effective result-oriented assessment of the long-term development policies of the government.  It would help to eliminate waste and inefficiency in the financial transactions of the government, to be more developmental-oriented
  • 24. Cont…… Limitation of performance budget  It focuses on quantitative evaluation rather than qualitative evaluation  It is an effective without proper and systematic accounting and reporting system  It is difficult to quantify social benefits